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UBLIC RELATIONS PLANNER

Welcome to the TMA Public Relations Planner, developed specifically for your local chapters. We have assembled a complete guide for planning, creating, and implementing public relations activities in your region.

PLANNER OVERVIEW

This Public Relations Planner has been created for maximum ease and flexibility. It addresses the most critical areas of public relations but by design, does not cover the entire spectrum. Each section contains not only background information to provide the context for each public relations activity, but also hands-on tools for developing your own custom program.

It contains:

• Page 1: What is Public Relations and Why Do You Need It?

• Page 2: Public Relations Components

• Page 3: Getting Started: Mission and Tips on Using the Planner

• Page 3-8: Working with the Media

• Page 9-10: Using News Releases

• Page 11-13: Pitching Your Story to the Media

• Page 14: Preparing for a Radio or TV Appearance

• Page 15: Community/Business Relations

• Appendix A: Media Resources & Publicity Books

• Appendix B: News Release Distribution

• Appendix C: TMA Fact Sheet

• Appendix D: TMA Trend Watch Statistics

• Appendix E: Template Release for New Officers

• Appendix F: Sample Meeting Announce-ment

• Appendix G: TMA Media Policy

• Appendix H: Speaker Release Form

• Appendix I: Chapter PR Chair Job Description

We hope you enjoy using this Planner and realizing great results in the months and years to come.

WHAT IS PUBLIC RELATIONS AND WHY DO YOU NEED IT?

Public relations often mean many different things to many people. Some have called it "free ink" or free advertising - but it's not. What "ink" you obtain, you earn by consistent efforts. Effective public relations can result in a story written about your chapter and its members that says everything you'd want a good ad to say, and a lot more.

What does public relations mean for TMA chapters? Public relations is the way in which you both relate to and are perceived by the vast body of individuals called "the public." This body includes current and prospective members and clients, as well as those who might have an impact on the chapter and your business, such as local officials, business organizations, other area business owners, even prospective employees. All the impressions formed by these audiences from contact with your chapter -- either directly or through what they see, hear or read -- shape the image they will have about the corporate renewal industry and the professionals who serve in it. Thus, public relations is not just the editorial coverage you obtain in the media, but also the way you and your chapter officers and members relate to people on the phone, during face-to-face meetings and seminars, and in the community at-large through programs or participation in community organi-zations and charity events.

It takes time, effort, and a little money to develop an effective public relations program, but the return is usually worth it. Business people who only see public relations in terms of its expense are missing the big picture, because both positive and negative public relations directly affect the bottom line. When coverage is positive, the result can be numerous new TMA members and business leads; when it is negative, there may be a drop-off in business and membership.

PUBLIC RELATIONS COMPONENTS

Public relations is comprised of many different components, including the following that are most pertinent to TMA chapters:

Media Relations

This is a critical ingredient, but media relations or publicity is by no means the only ingredient in public relations. The media consist of print news-papers and magazines, wire services, syndicates, Web publications, blogs and television and radio stations. Significant media coverage of a chapter and its members’ companies is earned through a long-term, consistent campaign of bringing newsworthy items and story ideas to the media's attention.

The importance of editorial coverage for a company can hardly be overstated. The implied third-party endorsement resulting from a favorable story in an influential newspaper or magazine, or on radio or television, can have a dramatic effect on corporate decisions and can generate a great many business opportunities and new members.

Because positive relations with local media can be so beneficial to your business, we have dedicated a considerable portion of this Planner to media relations. By reviewing Sections 3-7, you will know how to work with the media, develop a news release, and "pitch" or place a story for publication.

Community/Business Relations

The activities you undertake in your community can have a very positive effect on your business image. Your chapter not only obtains higher visibility, but your community and business relations efforts serve to position your organization as a concerned, vital member of the business community.

Every time the TMA name or logo is associated with activities that benefit the community, it contributes to TMA's image, or its "brand," and adds to the positive public impression of TMA. This is the cornerstone of effective public relations -- creating a positive public perception of your company. In this Planner you will find useful tips for helping you develop effective community and business relations

programs.

Promotional Events

Promotional events can afford unique opportunities to TMA chapters for gaining community recognition and making contact with targeted groups of potential members or clients. Since promotional events can be extremely time-consuming and may not be appropriate for all chapters, criteria for helping you identify the right events to sponsor and event ideas are included in the Planner.

International Headquarters’ Public Relations

Local public relations activities will derive significant benefits from TMA's public relations efforts, developed with the TMA Public Relations Committee and Cecilia Green, TMA’s public relations director, to assist in carrying out TMA's strategic plan. The TMA public relations program positions the association's members as leaders in the corporate renewal industry. Tools used in the public relations program include news releases on new officers, awards, and legislative issues; development of expert sources for media inquiries and breaking news; industry statistics gathered by “TMA Trend Watch” member surveys; op-ed pieces and letters to the editor for placement in newspapers; and article placements in trade and business press.

Chapter presidents and public relations chairs are kept appraised of international TMA editorial coverage and news releases, which you can customize and release locally. Your can add greatly to the success of the international program when you convey testimonials or let TMA headquarters know of local subject experts and case histories that are especially compelling. You may wish to reprint and distribute news articles on TMA to prospective members or business contacts. In addition, reprints of articles contained in the TMA Journal of Corporate Renewal can be purchased by contacting TMA.

If you have the time and resources, you may wish to utilize some of the many other components of public relations, such as speaking engagements or participation in regional trade and consumer shows.

GETTING STARTED

Mission

The mission of the TMA Chapter Public Relations Planner is to educate and empower of TMA chapters to develop meaningful public relations programs in their respective market areas. In so doing, the Planner enables chapters to enhance TMA international public relations efforts with local programs that reflect the TMA brand in a consistent manner. By sustaining consistent applications of the TMA brand, the entire association image is reinforced.

Tips on Using This Planner

First, relax - you don't need to be a public relations specialist to use the Chapter Public Relations Planner. It provides easy-to-use guidelines and fundamental tools for conducting a number of public relations activities, from contacting the local newspaper to preparing for a television interview.

Your time is valuable. This Planner should help to optimize your time while still obtaining the most effective results. We recommend that you read the manual completely now to become familiar with all of the elements.

Keep this Planner handy where you can use it for regular reference. It's a good idea to check the Planner before starting a new public relations project to ensure that your valuable time is spent correctly developing the program.

We encourage you to share this Planner with others in your organization who might benefit. If you or other chapter members have questions that cannot be answered by referring to the Planner, contact Cecilia Green, Director of Public Relations, TMA headquarters, 312.242.6031, cgreen@, for further guidance.

Other Resources

TMA headquarters staff and the Chapter PR Council chair holds a conference call with chapter president and public relations chairs on the third Tuesday of every month at 4 p.m. Eastern. The purpose is to discuss the opportunities and challenges of a local media relations effort. Often special guests from advertising/PR agencies or from the news media are on these calls to give their insights and tips on how to be successful. These discussions are posted on the TMA Web Site under Resources. Any TMA member is welcome to participate. To get on the conference call list, contact Cecilia Green at 312-242-6031 or cgreen@.

WORKING WITH THE MEDIA

It's up to you to develop a local media presence for your organization. However, be sure to read the media policy first in Appendix F and abide by it in all your media contacts. Cecilia Green, TMA public relations director, is available to help you with media contacts and public relations strategies. Don’t hesitate to contact her.

Keeping editors informed of TMA activities in your market area is the primary way for you to obtain media coverage. This is usually done by contacting an editor or reporter – by telephone, e-mail or letter – to cover a particular story or by issuing a news release. You can also ask a business editor or reporter to meet with you to provide an overview of the turnaround industry and a press kit.

Most businesses tend to rely heavily on the news release for coverage because it is more easily controlled and more easily distributed. The problem, however, is that the media will bypass a media release if the release overlooks its primary purpose: to convey newsworthy material.

In fact, the ability to identify the kinds of stories that have news appeal is one of the keys to successful editorial coverage. You may have asked yourself why reports appear on "minor" companies, or you may have wondered what it takes to get a reporter excited about your story.

On the upside, there is no limitation at all to the kind of story that can be found in today's newspapers or in the electronic media. On the downside, the competition for news spaces is so great (especially in metropolitan areas) that it takes a special angle to stimulate media interest in a story.

While media attention is a primary objective of any public relations program, there are limits to the ways the media can accommodate you.

What the Media Can Do for You:

1. Work with you in creating the image you desire.

2. Assist you in disseminating information about services or promotions.

3 . Assist you in recognizing chapter members publicly.

4. Generate additional exposure for your chapter by including references to TMA. A healthy media relationship is essential to garner this extra coverage.

What the Media Cannot Do:

1. Give you a story because you’re an advertiser. The policy at most media outlets is to keep the news reporting function and the advertising departments completely separate, except for rare exceptions in a few small newspapers or trade publications. Approach editors with the idea of sharing a suggestion for a story of interest to readers. Expecting special consideration because you’re an adver-tiser marks you as an amateur and is likely to offend most editors.

2. Turn your news item into a story immediately. Give editors plenty of time – about three or four weeks -- when you want a mention in the event calendar. If your story idea is not time-sensitive, a reporter may keep it in their idea file for weeks and only bring it out if it ties into current events.

3. On the other hand, reporters cannot wait days or sometimes even hours for you to return their calls. They usually work on a very short timeline with an approaching deadline when they contact you for a quote.

Analyzing News Appeal

How do you know if your story has news appeal, is "newsworthy"? Use the following factors to test whether your story has a chance with the press:

1. Timeliness: Does the story address an activity that is happening now or will happen in the immediate future? Does your story tie in with a story that is receiving national attention now?

2. Appeal to the publication's readership: Does your story address the needs and interests of the newspaper/magazine's readers, or the television station's viewers?

3. Tie-in to a major event or controversial topic: Does your story provide a local angle on a broader story or controversy?

4. Unique perspective that causes the reporter (and reader/viewer) to perceive the situation as different from others: Does your story offer a new or unusual way of looking at business and management?

5. Local customs, local interests - Does your story play off local customs or activities?

If you can answer yes to at least two of the above questions, you probably stand a good chance of seeing editorial coverage of your story.

Even if your story is newsworthy, it may not be picked up if:

• The publication is either too small or too large

• You bring the story in too close to publication deadline

• You approach the wrong editor or reporter with the story

One of the best ways to avoid these problems is to make sure you are familiar with the publication, know which editors are responsible for which pages, and know which types of stories the publication is likely to handle. For example, there is no sense sending a "new officer" release to a publication that never reports on business groups like TMA.

16 Newsworthy Ideas

Here are 16 ideas for items that may be considered newsworthy, depending on the size and scope of your target publication:

1. Chapter meetings and speakers

2. New chapter services or activities

3. A speech made before one or more public groups

4. Training programs, if applicable to a broad audience

5. Successful turnaround stories

6. Pro bono projects

7. Cooperative arrangements with other organizations

8. Endorsements by prominent individuals

9 Personal accomplishments of chapter officers

10. Honors/awards

11. Promotion of community programs (charity events, job fairs, fundraisers)

12. Leadership in and sponsorship of community activities

13. Election to chapter office or being named to the international TMA Board

14. Anything free to community groups (seminars, training etc.)

15. TMA and its corporate renewal role -- what it is and what it does for the business community

16. Results of relevant surveys such as the TMA Trend Watch conducted by TMA

Which Story, Which Editor to Approach

You also need to determine which editors are responsible for what kind of news, and in what form they want to receive the news. News releases should be sent to the appropriate editors.

To get you started in the right direction, we have provided the following list of categories of information considered newsworthy to daily newspapers, journals and other local media, and the editor to whom the news release or article idea is usually sent. Before sending out a release, check your local media to confirm you are sending to the right name and the right title. Many print publications also are online on the

Internet. Most list the editorial staff in both the print and online versions, with their “beats” (areas which they are responsible for covering) and contact information. Some Web publications even have a way for you to e-mail in a news tip.

You may find that more than one editor at the same publication is interested in receiving information. If that is the case, it is courteous to indicate which editors are receiving the release at that particular publication so that they will not duplicate each other's work.

1. Personnel Changes/Promotions

a. Business Editor

b. Editor of "Who's in the News or People" column (check the business section or Web site of your local paper or journal for column name and editor)

2. Participation in Charitable or Community Event/Personality or Heroic Stories

a. Metro or City Editor

b. Editor of "Lifestyle" or "People" sections

3. Feature Story on TMA and its members, chapter mission, programs, and activities, and its value to the business community. important accounts, or introduction of new programs or services

a. Business Editor

b. General Features Editor

4. Synopsis of speaker’s remarks at a chapter

meeting that are timely and relevant to today’s news headlines, especially if he or she offers an unexpected or provocative opinion. Be sure you have the speaker’s permission to give this write-up to the media and to be on the safe side, ask if it’s OK to invite media to your meeting if that’s your usual procedure. See Appendix G for a sample speaker release form.

a. Business Editor

b. A reporter who covers the area the speaker addressed, such as small business management, lending, finance or legal beats.

5. Information about scheduled meetings, seminars, receptions, golf tournaments, or events open to the public

a. Calendar editor (Note: calendar editors often want listings several weeks in advance for daily papers)

b. Metro or City editor

Once you know what story you want to disseminate and which editors you want to reach, you need to write the release. You should find everything you need to know about how to write a news release, as well as sample releases, in Section 4 of this Planner.

Understanding Deadlines

The best story will never see the light of day if the publication or broadcasting station receives it too late to use it. To avoid this problem, know the frequency of your local publications and their deadlines.

Newspaper deadlines depend on their times of distribution: Morning papers are on deadline usually starting around 3:00 or 4:00 p.m.; afternoon papers usually have morning deadlines of 10:00 a.m. or noon that day. Most weekly publications have completed their editorial copy several days before publication (e.g., Thursday deadline for Friday printing and Monday distribution). Monthly magazines work up to three months, or more, in advance.

Deadlines fluctuate similarly in broadcast media. For local radio news items, deadlines are hourly. For a local television news item, deadlines will be one hour or so prior to the news broadcasts, which can take place several times a day. For feature story coverage in a local or national radio or television report, lead times vary from days to months, depending on the feature backlog.

Why is it so important to understand media deadlines? You want to schedule the release of information so that the editor or reporter has adequate time to work on the story. And you also want to make sure you do not try to call an editor at deadline time unless the editor or reporter has called you. If by mistake you do make the error of calling a reporter at deadline, he or she will let you know quickly. Apologize quickly, tell the editor you'll call back at a more appropriate time and hang up.

For specific deadline information, it's as simple as calling and asking. During that call you should also ask if the publication gives out a publicity guide. Many newspapers and some magazines have a guide explaining the method they prefer for receiving news releases, to whom releases should be directed, and specific

deadlines for different types of information.

20 Tips for Care and Feeding of the Press

If you want to be successful in developing productive relationships with members of the media take a moment to review the following tips on what works with the media, and what doesn't:

1. Be aware of what interests the media. Watch TV, read all the newspapers, listen to the radio. You will learn the kinds of stories they use and who they are interested in interviewing. Then you can match your stories to their interests.

2. Understand the reporter's (or editor's or TV or radio producer's) situation. Reporters are notoriously underpaid, overworked, and subjected to last-minute deadlines, late hours, and irascible bosses.

3. Contribute to their success. Hometown reporters want to work for the New York Times, on NBC News, or write a novel. If you help them on their road to success by educating them on complex business issues and giving them good story tips, they will help you, too.

4. Once your name gets out as a good contact, you may have repeat calls from the same or different reporters. Ask these questions before you begin any interview:

• What is the focus of your story?

• What kind of information are you looking for from me?

• Who else are you talking to?

At the end of the interview, ask:

• What is your deadline in case I think of something else that may be helpful?

• When do you expect the story to appear?

5. Be polite, friendly, and upbeat. Start with first and last names, and try to get on a first-name basis as soon as it's appropriate to do so.

6. Be patient and ready to repeat the same information, again and again. Relation-ships with reporters can take years to develop.

7. Open the door for reporters and help them with access to local CEOS and top TMA leaders. Suggest they call Cecilia Green at TMA headquarters for more contacts.

8. If you want to schedule a meeting, offer lunch or coffee, but be flexible and, unless you have an event with a narrow time window, let the reporter set the time. Have a press kit with you with background on TMA.

9. Have all available resources, like the TMA fact sheet (see Appendix C) and news release in front of you when you talk to the media, even if you have to tell them you’ll call them back in 10 minutes. If they ask a question that requires further research, give them a good source for that information or tell them you will call them back with the information before their deadline. Then be sure you follow through with that promise, even if it’s just to tell them you could not find the information.

10. Don't bad-mouth the press to friends, other members of the media, customers or politicians. Criticism always finds its way back, especially to the media.

11. Be devastatingly accurate. Never, ever lie! Never make unfounded allegations, personal attacks or speculations. Always have facts at hand to back up what you say.

12. If you encounter an hostile reporter, be firm but don’t respond in kind. Chances are you'll have to work with that reporter again, even if he or she moves to another publication in your market.

13. Be very careful with sensitive information. When you want to disclose information for the reporter's understanding that you do not want to see in print, indicate before providing the information that it is "for background only, off the record, not for attribution, and not for publication." Unless you have a great deal of experience with the media, it is probably wiser simply to not comment on any items that would be otherwise off the record. For some reporters, nothing is ever really off the record.

14. Use colorful, evocative language and dramatic visual events to make your story livelier (But be careful that your story line is clear, and your message is not overwhelmed by the dramatics).

15. Before giving an interview, anticipate all the questions the reporter may ask, including the tough ones. Think through the main message you want to get across and write it down in several different ways. For example, it’s possible that a reporter will ask you why turnaround specialists always cut jobs when they take over company management. Jot down several ways to answer that question, such as “Many companies are in financial trouble because they have too many employees for their current situation.” Or “It’s better to cut 200 jobs to save the other 300 rather than have all 500 employees lose their jobs when the company goes out of business.” Or “We’re like the emergency room doctor who first has to stop the bleeding so the patient can recover. Too many people on the payroll drain the company of its lifeblood, which is cash flow.” Be consistent with your statements and your responses to questions. Make sure that your statements do not contradict each other.

16. Be available for follow-up questions from the media. You are the reporter's link to the facts about your story. If reporters need more facts at deadline time, you must get them fast (even if you are in the middle of lunch). If you don't have an answer to a question, say so -- don't bluff.

The TMA headquarters may have the industry information they seek, so refer them to Cecilia Green.

17. When a story is incorrect, always compliment the reporter for the parts of the story that are accurate, and offer corrections for the mistakes. The final story may have been edited by an uninformed editor. In large metro dailies, headlines are not written by the reporters, and a mismatched headline is not uncommon. If your name is spelled wrong, or other facts are incorrect, fax or e-mail a written request to the publication (preferably within 24 hours) asking them to either print a correction or make a correction for the files so that future stories will not repeat the errors. Be polite, and most reporters will be happy to accommodate you.

18. Do not ask for a retraction of any stated opinion merely because you don't like what the opinion says. If it's your opinion and it's been grossly misstated, say so.

19. Keep sending those releases. Even if they are not always used, keep a steady flow of information about your organization to selected members of the media. Be sure that your releases meet all of the format and content requirements of the media on your list. Never send more than one release at a time.

20. Say "thank you" whenever you can. Thank the reporter for a well-done article. Thank a TV producer for an interview you liked. Let a radio reporter know if their report brought you good results. Use the media to thank the public for their interest, help or support.

Assembling Your Media List

You will want to assemble a complete list of the individuals you want to contact at the various media in your community. In some cities, media guides are available from community groups or chambers of commerce for a small fee. Your company’s PR or marketing depart-ment may already have a local media list focused on the editors who cover your field.

You can also compile a list by going to the Yellow Pages or the city’s Web site maintained by the Chamber of Commerce or Convention and Visitor’s Bureau, noting all television and radio stations, business magazines, and daily and weekly newspapers that serve your region. Get their phone numbers and addresses, and list them alphabetically by their industries or areas of coverage. Don't forget to check for local bureaus of news or wire services: Associated Press (AP), Reuters, or Bloomberg News (for business news only).

You can purchase detailed print and broadcast media guides to help you develop a local media list. Although both printed and electronic guides can be expensive, probably the most reliable tools for media contacts are sortable on-line media databases that are updated daily. TMA has a subscription to such an online directory and can help you search for your key media.

Now that you have a list of all your publicity outlets, you should call each one or visit their Web sites to get the name of a contact. On daily newspapers, you will need the name of the editor covering business, metro/city, feature, calendar, and so one. For large metro dailies, there will be a specific reporter within each department who will cover your topic (a retail reporter in Business). On weekly newspapers you will need the name of either the managing editor or news editor. At television and radio stations, get the names of the news directors or assignment editors, as well as producers of talk shows that might book a TMA representative.

Be sure to get full names and titles to ensure that your message reaches the right person. Keep this list handy and update it often (quarterly if possible), as media professionals change jobs or "beats" frequently.

A good media list helps, but it's only the first step in seeing your release or story in print. Since media professionals are the key to coverage, you should take every opportunity to meet them personally. You can attend programs sponsored by local public relations groups that frequently have editors as speakers. Many community-oriented newspapers and business journals hold periodical "Meet the Editors" events. You should watch the paper or call the editor's office to find out when these are held and make a point of attending. These sessions are invaluable, not only because they offer the opportunity to introduce yourself to the editors you need to cultivate, but also because they provide answers to your specific questions about working with that publication. Also, consider booking an influential business editor as a speaker at a chapter meeting.

USING NEWS RELEASES

A news release is an accepted way of informing various members of the media about a significant event, product, service, or idea. It is often the single most important element in media relations because it concisely conveys a story to an editor.

If the company is newsworthy for the community, or if the material is entertaining and of general interest to the reading or viewing audience, chances are good the release will be used. In many small papers, the release will run verbatim or with very few changes. In metro daily newspapers, the release will be used to generate a one-paragraph briefer, or it will be used as the basis for a story the newspaper writes.

Releases do more than just provide information. Every attempt should be made to write the release as if the newspaper itself were reporting or announcing the material. This not only helps publications with small staffs to report material they might not otherwise cover, but editors are more receptive since the angle is from their perspective.

Writing News Releases

If the thought of writing a news release scares you, don't let it! It's not difficult once you understand how information should be organized. Most editors still use the a style of writing called the "inverted pyramid" - that is, the most important information is at the top of the story, and items of decreasing importance offered through the balance of the story.

The inverted pyramid looks something like this:

First WHO is involved

Paragraph WHAT is happening

WHERE it is happening

WHEN it is happening (day, date, time)

YOUR CHAPTER NAME

Second WHY it is happening

Paragraph WHO else supports you

POSSIBLE QUOTE

Third and WHAT else you are doing

Following WHY it is important

Paragraphs WHY you are important

HOW to get in touch with you (name address, phone)

If the newspaper prints only the first paragraph due to space limitations, they will know the most important information about your story. If the reader reads only the first paragraph, she/he will have the most important information and the name of your organization so you can be reached for more information.

Once you have the final news release, make sure it is short and to the point and uses quotes where appropriate. Don't try using five-dollar words when nickels will suffice. As journalism professors like to say, "Nothing says 'said' better than 'said' says 'said'."

Using the Right Form

In addition to the writing, the form a news release takes should make an impression on an editor. It must be easy to read (editors get hundreds of releases daily), with the informa-ion arranged in a logical manner.

News releases must always be typewritten, and double-spaced; editors have been known to automatically reject single-spaced releases. Use plain typefaces, such as Times-Roman, Arial or Helvetica, or your computer's equivalent. Again, readability is paramount.

Keep releases to the point. One page often is sufficient; two pages should be the maximum, in most cases. Feature story pitches or "backgrounders" are the exception to this rule. The editor will usually know by the end of the first paragraph if the story is of interest.

News releases are best when prepared in a specialized format that imitates newspaper writing.

News Release Elements

Successful releases usually contain the following elements:

• Letterhead, preferably with TMA or chapter logo

• Name, phone number and e-mail address of the contact person at the top of the release. (Make sure that person is available to answer questions when the release goes out.) If your chapter has a Web site, put that address in the contact area.

• A dateline with the city the release originates from and the date it is released.

• A bold-face headline that briefly sum-marizes the most important point of your article. The editor is likely to change the headline, but it will help to catch the editor’s interest.

• A strong lead, the most important part of the release. This is the first para-graph that summarizes two or three of “The Five W’s” in your story - the who, what, where, why and when. It’s how an editor will decide whether your release warrants further inquiry.

• A second paragraph that answers any of the “Five W’s” not covered in the lead.

• Following paragraphs in the inverted pyramid style that contain less important information related to the lead, so an editor could omit the rest of this article and still retain its “news” quality.

• Identifying information, including a contact phone number and e-mail. This is where you put your “pitch” to the audience (e.g., “call this number for more information.”).

• If the release has a second page, end page 1 with the word “-more-” centered at the bottom of the page. The symbol “-30-” is the traditional way to end a news release. Alternatives are “-end-” or “###.” These words or symbols are centered at the bottom of the final page.

See Appendix D for a sample news release.

Avoid These Common News Release Errors

1. Release and photos are sent as an e-mail attachment without getting OK from the reporter. Most reporters will not open attachments unless they know you and are expecting something from you.

2. Date of the release is omitted.

3. Follow-up contact name or number is missing. (Always name an individual for contact with phone numbers.)

4. Quotes are offered without attribution (Who said it? What is their title or role in your organization?)

5. Release is single-spaced.

6. Release is typed in all capital letters.

7. Release was not proofed for spelling errors.

8. Release is too long (four pages or more). Use one or two pages unless material discussed is especially complex. Long news releases are generally only used for high-profile, late-breaking business news.

9. Date, time, or place of the event is omitted.

10. Release is sent to the wrong person (cooking stories to the finance editor) or to someone no longer there.

11. Release contains direct repeats from prior releases from the same organization, especially in the lead.

12. No information is given about the organization’s overall aims and activities. This should be in the last paragraph.

13. Sentences too long to follow. More than 3 lines is too long.

14. Meaning isn’t clear on the first reading.

15. Release contains jargon or words that are difficult to understand.

16. Release is unsuited to the publication or media to which it was sent.

PITCHING YOUR STORY TO THE MEDIA

We have already seen how stories can be generated through the distribution of a news release. Some of the best stories are generated by direct “pitching” or selling your story idea to an editor, reporter, or producer. A public relations professional will either pitch (or place) a story by calling a reporter or editor directly, by providing the pitch in a letter with background or by e-mail, or by a combination of both.

Calling an editor and asking them to write a story about a TMA chapter is not pitching. When you pitch a story, you present a particular story idea or angle for the editor to consider. Your job is to convince the editor or reporter that yours is a story that they must use, because it is newsworthy and too good an opportunity to miss. Know their “beat” and tie your story idea into what they write about.

Like most things in life, pitching is part science and part art. Remember that the media you will be contacting are busy, decisive professionals who may not have the time or interest to learn about your story. They will consider your story only if you make it easy for them to believe that the story meets the needs of the publication and the interests of its readers.

Each editor, reporter, or producer is looking for more stories like the ones that were successful yesterday (although the stories must be “news” today). Your approach must show that:

1. Your story is news.

2. Your story can fit in their particular format - it would be a good story for

their 30-second taped interview (radio

or television), or for their ½ hour discussion, if that is their approach.

3. Your story will be interesting to their audiences.

Which media do you approach with your story? If you are just beginning to work with the media, start with “C” publications (local neighborhood weeklies, smaller monthlies) before targeting “A” publications (metropolitan dailies or high-circulation regional business magazines). With the “C” publications you will gain experience in meeting with reporters and honing your interview skills. The placements generated can also be used to strengthen your pitch to a “B” or “A” publication.

1. “C” Publications

1. Weekly newspapers

2. Pennysavers

3. Local trade newsletters

4. Regional newsletters

2. “B” Publications

5. Local Chamber of Commerce magazines

6. Mid-sized business reports/magazines

7. Regional "throwaway" newspapers with high readership

8. Some suburban newspapers

3. "A" Publications

9. Daily urban newspapers or suburban dailies with high readership

10. Major regional business magazines

11. Major regional trade magazines

12. Respected regional business or trade newsletters

Pitching by Telephone

Before calling a reporter, editor or news producer, practice what you will say. Tell the reporter that you have a story idea that might be of interest to him/her. If the reporter indicates a willingness to hear the idea, present it in a few sentences and establish your credentials as an expert in this area. Be prepared to elaborate if the reporter does not understand the full gist of the story, or if the reporter indicates some interest and gives you time to discuss the story in greater detail.

In the pages that follow, you will find a pitch sheet form that should help you with your initial pitches. Once you have spent time presenting ideas to the media, you may be able to develop a pitch without completing the form.

Pitching by E-mail

Most reporters today prefer e-mail contact first.

If possible, find out in advance what his or her preference is – mail, fax or e-mail. Many reporters are providing e-mail addresses in media directories, at the end of articles, and in lists of staff in publications and on their Web sites.

In writing the e-mail pitch, it’s important that the subject line be clear that this e-mail is a story suggestion. In the body of the e-mail, make your pitch short enough to be read on one screen and give your phone number for more information.

Do not attach a news release to your e-mail. Because of concern from viruses, many people

no longer open attachments from people they do

not know. If you want to make your pitch in the form of a news release, copy it and insert into the body of your e-mail message. Avoid graphics within the e-mail, as some systems will block the message. Offer photographs, charts or other electronic graphics upon request.

Pitching by Mail

Some pitches are only handled by mail, and

even good telephone pitches will require some

mail or fax follow-up.

The key ingredients in a mail or fax pitch are:

1. Pitch letter

2. Background information on the organization or event or program that is being promoted

3. Biographical information on the person you’re asking them to interview.

3. Copy of TMA’s new marketing brochure

4. A current TMA fact sheet or a similar fact sheet on your chapter that you develop

5. Recent releases, if appropriate.

6. Recent news clips, if appropriate.

These elements are frequently assembled in a

folder and are collectively referred to as a

“media kit.” Contact Cecilia Green if you need

materials and folders from TMA.

Developing an effective pitch letter takes training and a lot of experience. Remember that the letter should "sell" the story you want to tell. You may need to provide some background information to demonstrate the context for the story and why it's important. You also want to indicate who in your organization is available for interviewing and why this is a story that is timely.

PITCH SHEET

Make copies of this form before use for your personal use.

Media Name: ____________________________________________________________________

Name of Reporter/News Director: ____________________________________________________

Phone Number: __________________________________________________________________

======================================================================

Begin your call by briefly stating:

1. Your name: _______________________________________________________________

2. Name of TMA Chapter: _____________________________________________________

3. Location: _________________________________________________________________

4. Brief description of TMA and its purpose_________________________________________

_________________________________________________________________________

5. When/If Press Material sent: __________________________________________________

6. Lead: Why story will be interesting to their audience: ______________________________

_________________________________________________________________________

For special event, briefly explain:

7. Event Title: _______________________________________________________________

8. Purpose: __________________________________________________________________

9. Date: _____________________________________________________________________

10. Location: _________________________________________________________________

11. Who is involved: ___________________________________________________________

12. Your part in event: _________________________________________________________

13. Other organization, if any: ___________________________________________________

14. If for television, indicate visual opportunities: ____________________________________

_________________________________________________________________________

_________________________________________________________________________

________________________________________________________________________

15. Close! Set up an appointment and/or arrange to send more material and/or set time to talk again. Give your phone number for reference.

15.

PREPARING FOR A RADIO OR

TELEVISION APPEARANCE

To appear on the radio or television, you must be prepared and confident.

For radio appearances, remember that your audience cannot see what you are discussing. You must use colorful and clear language that will help bring the subject to life for your listeners. Don’t worry too much about the microphone as long as you speak into it consistently. If you move back and forth a great deal, the engineer will have trouble getting a consistent voice “level.”

For television appearances, you can make use of the visual aspect of the medium by introducing slides, charts, or videotape that help to explain your topic. Make sure the program’s producer is aware of the type and kind of visuals you will be bringing.

Of course, you will want to prepare by knowing all you can about your subject before discussing it on television or radio. However, if you are not sure about certain facts, don’t be afraid to say, “I’m not qualified to answer that.” The interviewer will thank you for your candor, and you will avoid delivering inaccurate and possibly harmful information. Do your research and be prepared.

Obtaining a Booking

To book a spokesperson on a radio or TV talk show, first send a story pitch to the show’s producer. This could be a letter of inquiry or a whole press kit with a cover letter outlining your area of expertise and suggested topics of discussion.

Follow up with a phone call just as you would after sending out a pitch letter. Television producers often book shows months in advance, as do most radio shows, so schedule your pitch accordingly. Also, let the producer know if you are readily available in case they have a cancellation. Sometimes you can make a firm

friend by stepping in to help on a few days or hours notice.

If you have a particularly timely topic that needs to be addressed today or this week, call the producer immediately and discuss the topic verbally. The producer will let you know what other information she/he will require.

To obtain broadcast news coverage of an event, send an invitation/release to the news director or assignment director. Follow up the night before the event or early on the day of the event with a call to the assignment desk. Never call a news director or TV producer during air time or within half an hour before air time.

Obtaining Dubs of Your Appearance

Make arrangements with the show producer to obtain a video or audio dub of the show in which you appear. The dub usually can be provided at no or minimal cost. If not available from the station, other media tracking services like Burrelle’s or Luce can get you a copy for a fee. Use the dub as your “master” from which you can make additional copies for use in garnering future bookings.

COMMUNITY/BUSINESS RELATIONS

Working with Charities

Some TMA chapters may have donated money, time, or products and services to aid worthy organizations. Consider contributing to a suitable charity among the local chapters of nonprofit healthcare organizations, or among local orphanages, children’s hospitals, relief organizations, or the like.

Some TMA chapters have a Pro Bono Committee that arranges for volunteers to work with nonprofits or other deserving organizations that are struggling and need financial advice. One of the “Turnaround of the Year” categories in TMA’s awards program is for pro bono projects done by individuals or chapters.

Once you have found a charity, think about the

many different ways your organization can help it. Rather than just sending in a check, get them to set up a time during one of their telethons to have you present the money. Or set up a promotion with your members to have the chapter match certain earnings levels with donations during a specific month.

Whenever and however you donate, make sure you have a photographer on hand to record the presenting of the check, product, or services. Realistically, the best use of this photo is in your chapter newsletter or web site. Although some small community newspapers may be interested in publishing it, most daily newspapers no long carry these types of “grip and grin” photos sent in by readers. If you want it in the newspaper, think of a creative way to stage the presentation and approach the business editor to assign a photographer to the event. Better yet, ask the charity to send out a release on its letterhead announcing the gift; this results in a more positive impression than “patting yourself on the back” by announcing how generous you have been.

Remember that charity or volunteer work in your community is a great way to network with other business people under favorable circumstances. Your fellow volunteers are all prospective members or clients.

Joining Local Civic Groups

TMA chapters also obtain benefit from participating in local civic organizations. Many business people belong to these groups and pass on valuable information to their superiors and co-workers. Such involvement not only demonstrates your commitment to your community, but can result in business.

Some of the organizations you might consider joining are:

1. Rotary Club

2. Jaycees

3. Kiwanis

4. Lions Club

5. Chamber of Commerce

6. School Fundraising and Scholarship Committees

Make an effort to get the TMA name known in your community. You cannot sit back and wait for organizations to discover you. Instead, research the organizations that make a difference in your local market area, and become part of the groups that are recognized for their community contributions.

Chapter-Specific Events

Major organizations like TMA are often called upon to sponsor events, sports teams, fairs, workshops, and the like. There are also events you may wish to initiate that would be proprietary to your TMA chapter and would help foster positive public relations or add directly to customer interest in your chapter’s programs and services.

Sponsorships require varying degrees of resources and must be analyzed on an individual basis as to the ultimate impact on your entire marketing program. For example, providing a parking lot to start a 10K race, with appropriate signage and visibility, may require little effort yet reap relatively large rewards in improved visibility and public perception. On the other hand, sponsoring a major charity program may exhaust your volunteers and drain other resources, while providing little more than free advertising space in the event program.

Before you agree to take on an event or team sponsorship, consider the costs and benefits to your organization. Following are criteria to help you evaluate potential sponsorships effectively:

1. Marketing Fit - Does the sponsorship fit your marketing focus? Will the sponsorship enable you to reach a new segment of the market?

2. Appropriateness of Audience - Are the people attending the event in your member base? Are they in your potential member base?

3. Positive Association - Does the sponsorship align you with groups or individuals who can be beneficial to your members’ businesses?

4. Exposure - How many people will be exposed to the TMA name as a result of the sponsorship?

5. Perception of Value - Is the event/

team/group considered significant by the audience, so that being a sponsor will be perceived as valuable by current and/or potential members?

6. Level of Direct Expense - What will be the total direct cost in terms of products, signage, facilities, personnel?

7. Level of Indirect Expense - What will be the total indirect cost in terms of meeting time, organization, documentation?

8. Intangible Benefits - What “extras” might the sponsorship provide to which you would not otherwise be entitled, such as club membership, passes to the Super Bowl, industry trade-offs, media exposure, etc.?

9. Communication Plans - What will be required to maximize audience reach? News releases? Media contacts? Photos? Video? Radio?

10. Measurement - Does the sponsorship allow you to measure response, exposure, sales leads, and the like? What will be required to determine the return on the dollars spent?

While you may not be able to answer every question, you should be able to answer most of the questions. If the costs and demands outstrip the benefits, the sponsorship may not be right for you at this time. Revisit the idea of the sponsorship next year, when your organization is larger and you have more resources at your disposal.

APPENDIX A

Media Research Sources and Publicity Books

These are good resources to learn which media to use and how to reach them.

¬ Web sites of each media outlet (use search engines such as , , or

¬ Web sites with links to many publications, such as

¬ Lexis-Nexis- Phone: 800.346.9759

¬ Bacon's Directories are sold separately for listings for magazine, newspaper, radio, TV/cable, Internet media or international media. Call 800.621.0561 or visit the Web site, . Local media directories are sometimes available from nonprofits, PR groups or Chambers of Commerce.

¬ Online media databases that are searchable and updated daily, such as Vocus, MediaSource or MEDIAtlas.

Here are a few books and newsletters with good information on effective publicity.

¬ The Publicity Handbook, 3rd edition (McGraw-Hill, 2001), by David Yale and Andrew Carothers ()

¬ Public Relations for Dummies by Bob Bly

¬ Walking the Tightrope by Henry Rogers

¬ On Deadline: Managing Media Relations by Carole M. Howard and Wilma K. Mathews

¬ “The Publicity Hound’s Tips, Tricks and Tools for Free Publicity” a free weekly e-zine you can receive by signing up at

¬ Free Publicity (Brown Books Publishing Group, 2003) by Jeff Crilley ()

¬ Media Magic by Marisa D’Vari

CRISIS MANAGEMENT

¬ Spin: Turn the Power of the Press to Your Advantage by Michael S. Sitrick, Regnery Pub., 1998

¬ Crisis Communication: A Casebook Approach, by Kathleen Fearn-Banks, Lea's Communication Series, Lawrence Erlbaum Associates, 1996

¬ The Crisis Counselor: The Executive's Guide to Avoiding, Managing and Thriving on Crises that Occur in All Businesses, By Jeffrey R. Caponigro, Baker Business Books, 1996

STYLE MANUALS

¬ Associated Press Stylebook and Libel Manual, Addison-Wesley Publishing Co.

¬ When Words Collide: A Journalist's Guide to Grammar and Style, by Lauren Kessler and Duncan McDonald, (Wadsworth)

DICTIONARIES

¬ Webster's New World Dictionary of Media and Communications

¬ Dictionary of Problem Words & Expressions, by Harry Shaw, McGraw-Hill Co.

APPENDIX B

News Release Distribution

1. E-mailing Media (preferred by most reporters)

2. Faxing Media

3. Mailing Media

4. Posting on your Website or blog

5. Distributing on PR Newswire or Business Wire

Call 800.321.8169 for PR Newswire and 800.237.8212 for Business Wire.

© Turnaround Management Association, 2006

Credits: The TMA Chapter Public Relations Planner was originally developed in 1998 by Sitrick and Company and revised and updated yearly since by Cecilia Green, TMA public relations director.

APPENDIX C

100 S. Wacker Dr.

Suite 850

Chicago, IL 60606

Telephone: 312-578.6900

Fax: 312-578.8336



TMA FACT SHEET

• The Turnaround Management Association () is the only international non-profit association dedicated to corporate renewal and turnaround management. Its international headquarters is in Chicago.

• Established in 1988, TMA has 7,000 members in 36 chapters, include 27 in the US, two in Canada, and one in Australia, France, Japan, New Zealand, South Africa, Taiwan and the UK, with chapters in formation in Nevada (US), Hong Kong, Italy and Austria.

• TMA members are a professional community of turnaround and corporate renewal professionals who share a common interest in strengthening the economy through the restoration of corporate value. They include:

51% Turnaround practitioners who consult with or participate in helping troubled companies in the recovery process, including interim corporate managers, financial and operating advisors, accountants

14% Lenders and Banker/Workout Officers

10% Attorneys

9% Investors, including equity investors, investment bankers, venture capitalists

16 % Misc., including receivables, appraisers, trustees, auctioneers/liquidators, factor, academics, government/judges

• TMA’s Academic Advisory Council is a blue ribbon group of faculty from some of the world’s top business and law schools, chaired by Edward Altman, NYU Stern School of Business. Their scholarly research into the field of bankruptcy and distressed firms are a valuable resource for TMA.

• All TMA members must sign a Code of Ethics each year specifying high standards of professionalism, integrity, and competence.

• TMA’s Certified Turnaround Professional (CTP) program recognizes professional excellence and provides an objective measure of expertise related to workouts, restructurings and corporate renewal. Applicants for certification must meet stringent standards of education, experience and professional conduct, pass a comprehensive examination and maintain the credential through continuing education credits. In 2005, the CTP program expanded beyond turnaround practitioners to allow other corporate renewal professionals such as workout officers, portfolio managers and corporate executives to gain this valuable credential.

• The Journal of Corporate Renewal, Directory of Membership and Services, Annual Report, and Web site () are TMA’s principal publications.

• In 2003, TMA celebrated the 15th anniversary as an organization that shaped and defined the turnaround industry at the Annual Convention in San Francisco. The 2006 International TMA meetings includes the March 22-25 Spring Conference in Phoenix, Ariz., June 21-23 Global Educational Symposium in Chicago, and the October 11-14 Annual Convention in Orlando, Fl.

• Each year, TMA’s award program recognizes members and chapters, naming Turnaround of the Year, Chapter of the Year, and Outstanding Individual Contribution of the Year recipients at its convention. New awards begun in 2003 include the Carl Marks Student Paper Competition; in 2004, the Butler-Cooley Excellence in Teaching Award; and in 2005, the Transaction of the Year.

• For more information, contact Cecilia Green, TMA public relations director, at 312.242.6031 or cgreen@.

# # #

January 2006

APPENDIX D

100 S. Wacker Dr.

Suite 850

Chicago, IL 60606

Telephone: 312-578.6900

Fax: 312-578.8336



January 2006

TMA TREND WATCH STATS

TMA polls a random sample of its members periodically, asking for their unique perspectives on a variety of timely business issues and trends. Below are some significant results from the past two years’ polls.

Effects of the revised Bankruptcy Code enacted in October 2005

In a June 2005 poll:

• 44% said the new provisions would make it more difficult for them to practice their discipline – with 39% said it would make little or no difference.

• Provisions with the most negative impact on a company’s ability to reorganize in Chapter 11 --

75%: Section 366 relating to utilities seeking adequate assurance of payment

63%: Section 365 relating to shorter time period for lease decisions

63%: Section 546(c) relating to longer creditor reclamation period

Growth of the Turnaround Industry

In the 2005 poll:

• 43% had more engagements than in 2004; 32% said they had about the same as the previous year; 24% saw a decrease.

• 47% had increased billings; 32% saw a decrease; 21% had little or no change from 2004.

• 70% had manufacturing engagements in 2005, with 42 % working in the distribution. About 30% had service, retail, automotive or construction engagements.

• 50% had expanded or added products and services into areas such as M&A, strategic planning and operations improvement services.

• Staffing levels are holding steady with more than half reporting that they had little to no change in the number of employees

In the 2004 poll:

• 1/3 said their engagements had increased more than 10 percent over the past 12 months; 1/3 said they had decreased and 1/3 said their number of engagements were about the same as the 2003 level.

• About 1/3 responded that inquiring companies this year were not in as severe distress as those last year, indicating that businesses may be calling for help earlier. About half said the condition of companies was about the same and 20% said they were in worse condition than those seen last year.

• Top 4 industries served (in order): manufacturing, distribution, service business, retail

• 1/3 said they had not turned down any new business this year, about double the 17% who answered this way in 2002. The top reason given from firms who did turn down business this year was “not enough compensation.” (29%)

• About 40% had increased staff, about 50% stayed the same and about 10% had fewer staff than in 2002

• Top 3 sources of referrals: lenders, attorneys, company management

• Top 4 industries served (in order): manufacturing, distribution, service business, technology

Credit Crunch

The 2005 poll showed:

• 58% of respondents thought credit was more available this year compared to 2004, with 11% saying credit was tighter this year. 31% said the credit situation was about the same.

• Hedge funds are more likely to be used as sources for companies in late decline (43%), while tranche B/C loans are being access by companies in mid-term decline (38%) and early decline (32%).

• Rising interest rates were believed to be a credit factor. At the time of the poll (April 2005), prime rates were at 5.75%. Most respondents (58%) set the tipping point for “some tightening of loans” at 7% prime, while 62% said “significant tightening” would occur at 9%.

The 2004 poll showed:

• 60% of respondents thought credit was more available this year compared to one year ago at this time, with only 10% saying credit was tighter this year. 30% said the credit situation was about the same as last year.

• Areas of lending that have most improved over last year were replacement financing and refinancing with the existing lender

• 45% thought that rising interest rates would have no effect on credit availability, with 36% thinking it would tighten availability somewhat.

• Respondents said the expansion of nontraditional lending sources significantly increased credit options available to companies in early decline (53%) but could increase the cost of credit, especially for companies in mid- and late-stage decline.

Industry Recovery Outlook

In a December 2005 poll:

• Most troubled industries predicted for 2006: 1) automotive (78% of respondents) 2) airlines (51%) and manufacturing (33%)

• Key obstacles to recovery: economic conditions, legacy costs, outsourcing/global competition

• Industries most likely to recover in 2006: financial services, technology, and service businesses

• Differences in restructurings in 2006: increased competition among lenders, tightening of credit, decreased liquidity and increased multinational/cross boarder restructurings.

In a December 2004 poll:

• Most troubled industries in 2004 and predicted for 2005: airlines, manufacturing, automotive

• Key obstacles to recovery: economic conditions, changes in competition, too much debt

• Industries most likely to recover in 2005: financial services, technology, and telecommunications

• Key reasons for recovery: improved economy, increased demand, restructuring in industry

• Differences in restructurings in 2005: increased competition among lenders, improved economy, increased liquidity in corporate world

###

Complete results of these Trend Watch surveys can be found on in the News Room.

100 S. Wacker, Ste. 850, Chicago, IL 60606; phone: 312.578.6900



(or your own chapter address and Web site)

APPENDIX E

(chapter logo here)

FOR IMMEDIATE RELEASE

CONTACT: (phone # of chapter PR person or president)

(e-mail)

Web site: (if chapter does not have one, put )

_______ CHAPTER OF TURNAROUND MANAGEMENT ASSOCIATION

NAMES NEW OFFICERS FOR (Year)

(CITY, STATE) – (date) – New officers for the (name) Chapter of the Turnaround Management Association (TMA) have been named (or elected if you have an election) for the (Year) program year. The _____ Chapter is one of 36 active chapters worldwide that serves as a local forum for 7,000 professionals whose careers are dedicated to corporate renewal and turnaround management.

The ____ Chapter officers include:

• President: (name), (CTP if one), (title), (company name), (city)

• (Follow with bullets for each officer and committee chairs if desired)

(follow with a description of the chapter, geographic area, and its activities. For example: The XYZ TMA Chapter, covering _____, meets monthly with speakers and workshops related to the business of turnaround management. Among its activities are a golf outing that benefits a local charity, a scholarship program, social events throughout the year, and a Web site at ______. For meeting and membership information, contact ________. )*

TMA () is the only international nonprofit association whose diverse membership is dedicated to corporate renewal and turnaround management. With its international headquarters in Chicago, its 6,800 members include turnaround practitioners, attorneys, accountants, investors, lenders, venture capitalists, appraisers, liquidators, executive recruiters, and consultants. Members adhere to a Code of Ethics specifying high standards of professionalism, integrity and competence. Its Certified Turnaround Professional (CTP) program recognizes professional excellence and provides an objective measure of expertise related to workouts, restructurings and corporate renewal.

--30--

100 S. Wacker, Ste. 850, Chicago, IL 60606; phone: 312.578.6900



(or your own chapter address and Web site)

(chapter logo here)

Appendix F:

SAMPLE: MEETING NOTICES FOR BUSINESS CALENDARS

March 23, 2006

To: Crain’s Chicago Business

From: (chapter PR or program chair name and phone number)

Please place this item in the Datebook. Thanks

April 25: Chicago/Midwest Chapters of the Turnaround Management Association (TMA) and Commercial Finance Association (CFA) present “Workout Strategies in and out of Bankruptcy” Workshop. 1 p.m. – 6:30 p.m., Harris Bank Auditorium, Harris Trust and Savings Bank, 111 W. Monroe, 8th Floor, Chicago. Fee: $85 for TMA and CFA members, $100 for nonmembers, $40 for students. (773) 604-8322 or info@.

--30--

APPENDIX G:

TMA Policies for Media Relations

Adopted by the TMA Management Committee, Dec. 18, 2000

1. TMA's overall objective in media relations is to establish TMA as the voice of corporate renewal, being the largest international organization for a diverse group of professionals who make up the corporate renewal industry.

2. TMA’s message will be primarily focused on how our constituency aids corporate America in the revitalization of troubled companies, the retention of jobs, the conversion of "unproductive or underproductive" assets into "productive or more productive" assets. Our constituents strengthen the corporate world by rebuilding value in underperforming companies and in enhancing productivity of assets.

3. TMA will also promote the concept of standards established for practitioners and the creation of a certification body that recognizes seasoned individuals who have achieved a rigorous set of criteria established by ACTP.

4. The Chairman, as the chief TMA spokesperson, is the only person who can issue a statement on behalf of the TMA. The Chairman, at his/her discretion, may identify an alternate member of the board of directors to comment on behalf of TMA for a given issue.

5. TMA will not comment on the performance, skill set or experience of any person or firm, regardless of whether or not the individual is a member of TMA.

6. To the extent individuals wish to make personal representations on a certain subject, he or she must be clear that these are the views of the individual and not that of TMA. If TMA becomes aware of an individual making representations that purport to reflect TMA's views, TMA will request a retraction/correction. TMA will also notify the individual making any unauthorized representation of the policies established by the Association.

APPENDIX H

SPEAKER RELEASE FORM

In consideration of your forthcoming speaking engagement, Turnaround Management Association (TMA) _______ Chapter requests your approval of the following terms.

TMA may videotape, audiotape and/or photograph your presentation for future educational programs, historical purposes, news media activity or print/electronic publication.

In addition, your signature below indicates your awareness that members of the general and business press are regularly invited to attend TMA meetings and conferences. Reporters may attend educational sessions and report on the conference. In some cases, reporters may also request interviews with certain speakers. If known in advance of the meeting or conference, TMA will provide speakers with a list of reporters who have indicated that they will be in attendance.

Please sign and date below.

If you have any questions, please call ___________________.

I hereby allow TMA to videotape, audiotape and/or photograph my presentation. I also understand that the news media may be in attendance at the conference.

Signature: _______________________________________________________ Date: ________________

Printed Name: _________________________________________________________________________

Speaking Date: ________________________________________________________________________

APPENDIX I

January 2006

JOB DESCRIPTION: TMA Chapter Public Relations Chairman

REPORTS TO: TMA Chapter President

OBJECTIVE: Primary media contact for the local Chapter. This chairman is a board-level position, with a suggested two-year term.

To promote the regional TMA Chapter and its programs and activities to the local business media in a positive way using delivery channels and methods as agreed at the local level. Act as a liaison to the international headquarters Director of Public Relations, the Chairman of the TMA Public Relations Committee and the Chapter Public Relations Council.

GENERAL SCOPE OF RESPONSIBILITIES:

Consistent with the regional Chapter’s strategic plan and objectives and within authorized budget

constraints, this Chairman has the general responsibility to promote a positive image of the TMA consistent

with the TMA International’s Media Policy and the Chapter’s Media Policy.

This includes where applicable:

• Develop relationships with appropriate media organizations

• Leverage those relationships in the context of the chapter’s strategic plan and events cycle to create opportunities for positive media coverage for TMA and the chapter.

• Participate in TMA International’s public relations initiatives and committee work

Regular Duties:

• Form and lead a regional Chapter Public Relations Committee to assist in achieving the Chapter’s strategic objectives

• Develop an annual public relations plan consisting of PR objectives, relevant performance metrics and budget

• Participate in monthly Chapter PR Council teleconferences

• Work with Chapter Administrator (where applicable) or PR Committee member to compile and maintain reference materials for media contacts: TMA Fact Sheet, press kit, TMA International news releases, Chapter and International TMA’s Website addresses and phone numbers, and Media Policies.

• Work with Chapter Administrator (where applicable) or PR Committee member to maintain a file of news releases and news items, feature articles and interviews and send copies to TMA’s Public Relations Director for archives and mention in The Journal of Corporate Renewal “In the News” column.

• Ensure appropriate succession planning for next Chapter Public Relations Chair.

SUGGESTED SKILLS:

• Experience with and contacts within the business news media

• Subject matter expertise in the field of corporate renewal and turnaround management and knowledge of a other subject matter expertise among the President and other Chapter leaders

• Verbal and written communications and presentation skills, particularly the ability to think on one’s feet and field questions.

RESOURCES:

• The TMA Public Relations Planner. A short version is in the Chapter Leadership Manual distributed in January A longer version is available on under Resources.

• TMA Leadership Web

• TMA HQ media database.

• The following people:

Vice President of Public Affairs

Chair of the Public Relations Committee

Chair of the Chapter Public Relations Council

Public Relations Director at TMA Headquarters:

Cecilia Green

(312) 242-6031

cgreen@

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