Public relations firm’s emphasis on relations

Consultant suggests taking focus off media

Of all the marketing tools, the one most foreign to entrepreneurs is probably public relations. Business owners may yearn to be showcased in the press, but few have the time or know-how to deal with media and the PR agencies that play keepers of the keys.

Toronto PR consultant Lyndon Johnson has a different view. The founder of threeyear-old Think Differently, Johnson contends public relations isn’t about agencies, or even media. Successful PR, he says, focuses on your relationships, whether they be with customers, suppliers, advisers or industry leaders.

When clients say they want to get in the media, Johnson asks why. Most entrepreneurs want “exposure,” in the hopes it will attract some useful combination of new customers and fans. “It’s all about relationships with the people who matter,” Johnson says.

A former broadcast news reporter in Britain, Johnson thinks mass media are an inefficient channel for developing relationships. He helps clients define a partnership strategy, i.e., where do they need help, and who are the people in each area that the business owner should meet? Once that plan’s in place, he helps hone the messages and tactics, but leaves relationship building to them. “They can do a lot of this work themselves,” he says.

I spent an afternoon with Johnson meeting clients in a trendy coffee shop on Queen Street West in Toronto. He schedules 15-minute updates with his clients, a $50 service that allows them to compare notes and make sure they stay on plan.

Mark Lesiw, founder of Bundle, a Web service for group travel that helps tour companies, travellers and family back home share rules, itineraries and other critical information, asks questions about his plan to develop relationships with six to 10 key tour packagers at an upcoming travel conference. Lesiw now knows who to meet, but he needs to know how to make contact.

Johnson advises him to seek out mutual contacts who can facilitate introductions, so his call will be a “warm” one rather than cold. He also suggests finding out what those tour operators’ problems and needs are: “Your meeting should be a conversation, rather than you trying to sell them something.”

Next is consultant Nick Forrest, a longtime operating executive who coaches CEOs on how to manage complex organizations. Forrest believes he offers more useful, practical advice than many leadership experts, but he’s having trouble getting the word out.

Johnson urges him to call previous clients and ask them to recommend him to leaders they know. “You have a really strong network,” he says. “They’re your case studies. Use them to help you build new relationships.”

Johnson also counsels Forrest to produce more content: “Be bold. Don’t be afraid to take on the leadership pros.” But rather than try to crack the business press, he suggests Forrest scan online leadership articles and use the “Comments” sections to suggest new perspectives.

James Wallace, CEO of Scorpio Media, which sells digital advertising tools, aims to create a digital advertising platform that eliminates billions of dollars in advertising waste, such as banner ads that get served but are never seen. It’s a highly disruptive product — but Wallace wonders how he can promote it without creating controversy.

Johnson advises Wallace to pay close attention to the language his target market uses, suggesting he take a tape recorder to his next trade show and record his conversations, to make sure they are speaking the same, non-threatening language. “That’s brilliant,” Wallace says.

Johnson also urges him to form an advisory board of respected industry experts, who would run interference for his new product and assure all players that a more level playing field is in everyone’s best interests. “It’s like crowdsourcing your message,” Johnson says.

The final client is Linda Montford, president of Truefitt & Hill, which has the North American rights to open barber shops and sell high-end grooming products under the brand name of an exclusive London hairdressers that has been around for 200 years. Montford is opening new Truefitt stores and expanding distribution in Canada, the U.S. and Mexico, but she wants more: “I want to get more exposure to the types of people who are interested in this brand.”

Johnson agrees Truefitt has done a great job marketing to affluent professionals. But now she needs to reach further: “You have to show your brand is relevant to a younger audience.” He suggested she develop online videos showing the difference you get with a quality razor blade or a creamier shaving cream.

“Target ‘cool’ barber shops that are frequented by younger people,” he says. He advises she identify six to 10 key men’s hair salons in each major city, then call the owners to learn how they’re doing, and how Truefitt can help. “They don’t get a lot of support to grow their businesses,” he said. “Help them use your products to build their businesses.”

When we’re alone, I ask Johnson if what he does is really PR, or just general marketing. But he wouldn’t give in. “PR is the kit that comes before marketing. It’s the relationship-building,” he said. Getting people to listen to any marketing pitch is hard enough: “You’re better off selling to people who already know what you’re doing.”

It’s all about relationships with the people who matter