How will we measure our success?

There are a number of ways of measuring success in healthcare PR. In most cases they will involve agreeing some quantifiable outcomes before work proceeds.

These outcomes are sometimes related to an agreed level of media interest that needs to be generated ( a certain number of news stories or feature articles on an issue or product) or a specified level of "likes" on Facebook or visits to a website. Whatever targets are agreed, their most important features are that they are measurable, time-limited and related to commercial value.

Can we do it all as news and editorial or will I have to run some ads and promotions?

It depends on so many things – not least of all the nature of your product or story. If you are launching a major new clinical development in a high profile disease area (like heart disease, diabetes or mental health) then your chances of attracting news interest are relatively high. If you are promoting an existing product and have limited third party endorsement then the news value is obviously less. In any case, you should be thinking about a comprehensive strategy that communicates with a range of different target audiences using a range of suitable tactics.

How much media coverage will we get?

Again, there are a number of variables. It depends on the broader context of your product or issue (is it a "hot" medical issue) and the extent to which you are able to build a full package for media. Can you provide a range of case studies to show how extra-ordinary the development is? Can you set up a live demonstration of the surgery or the technology in action? Do you have a range of third parties and credible medical institutions prepared to go public to say how important they think this development is? Once we answer those questions we can come back to look at "how much media coverage you might get"

Do we really need a broader, co-ordinated strategy? Can't we just get our product featured on 'Today Tonight'?

If you've thought about getting your product featured on 'Today Tonight' or 'A Current Affair' as part of a feature story then you are thinking the same thing as about ten thousand other people in the Australian health industry. It is highly competitive. So while this is a tactic that can have a huge impact (and the Palin team has managed a number of stories via these high profile media outlets), it is also highly risky. If the story does not "get a run" then you can be left holding very little benefit for a lot of time and input. Much better to have a comprehensive strategy that engages consumers at a range of levels (social media, promotions, direct marketing, tailored media pitching etc) and helps spread the risk associated with competitive news agendas.

How do we get the media interested in what we are doing?

You get the media interested by knowing what the media need (and don't need). Once you understand the "formula" that different media outlets work to, then the task is to frame an opportunity that fits that formula. It's about compiling a package of information (a news angle, spokespeople, case studies, new research, third party support, photo opportunities, relevant footage, a relevant context) that works for those specific media. Once we know what they need and how they work, then we can work toward getting them interested in our package.

How do we find case studies and personal stories to help underpin our news and announcements?

Case studies and personal stories are very important in healthcare communications and PR. Sometimes they can be sourced via patient foundations and medical charities. Sometimes it is 'word-of-mouth' via medical specialists that are involved in the program or via social media networks.  Whatever method is used, major stories will have to include a factual, genuine, compelling, heartfelt case study to give the personal perspective.

How do we negotiate support from opinion leaders or key medical groups and associations for our issues and products?

Remember good PR is not driven by what you say about your products and issues. It is driven by what other people say about them. Including influential third parties in your program is a key way to maximise the prospect of major media traction. Opinion leaders can be involved by you offering to:

1. brief them on the campaign so they are at least in the loop,
2. engage them to help develop the communications strategy,
3. commission them to take on a contracted role as an official spokesperson on the issue or topic or
4. work together on a research or consultancy project related to the broader issue.

Whichever way these processes are managed, it is crucial that the arrangements:

1. are transparent,
2. are negotiated in a spirit of genuine education and
3. do not seek to dictate a person's professional views.

The fact that we have a common interest or educational objective must underpin our relationships with third parties.