Guest article: Matt Baldwin, Coast Communications
Quick and dirty is not generally a good thing. On a construction site or renovating a home, quick and dirty would rightly raise concerns, so too a trip to the dentist. Clients might want a call to their lawyer or accountant to be quick, but… you get the picture.
Yet for professional services comms and marketing teams, there is merit in quick and dirty. In fact, in today’s chaotic political and economic landscape, agility and a clear message are a must.
A breaking news story demands a quick and meaningful response. There is no prize for second place. Quick and dirty wins hands down.
The same can apply to thought leadership.
Firms invest tens, if not hundreds, of thousands of pounds in large-scale thought leadership campaigns. They take months from planning to delivery, launch with a great firework display, but all too often quickly fade away.
Large thought leadership campaigns have their place – they can shift the debate, build brand awareness, support BD activity and, hopefully, drive meaningful conversations with new and existing clients.
They are, however, cautious, often overly so, in what they say. Fear of offending rarely creates a compelling story.
And if press is a firm’s aim, large thought leadership campaigns can be hit or miss. And that might mean missing the concerns of clients right now. Quick and dirty wins again.
Feel the pulse
I’m a big fans of the short, sharp (or quick and dirty) pulse survey.
Like large thought leadership campaigns, the data, together with firm insights, can be wrapped into a short white paper or report, providing a platform for firms to start conversations with clients and prospects.
Unlike large thought leadership campaigns, they are quick to turn around and press-friendly. They are also considerably cheaper!
Take this example. Last week, President Trump announced a US$100,000 fee for those wishing to work in the US via its H1-B visa. Its impact on technology businesses has been painful, generating headlines around the world.
A three or five-question survey of UK tech firms on what this means to them and how they might change the way they do business would win favour with press.
For something with longevity, consider a regular pulse survey. Asking HR leads, business owners or even private individuals three or five questions three or four times a year would give a firm multiple ‘micro’ campaigns that can be wrapped into something larger at the end of the year.
There are various ‘omnibus’ panels offered by the big and small research houses that provide this access.
Of course, this approach will not work for every firm or practice. But sometimes, quick and dirty delivers sparkling clarity.
Matt Baldwin is the co-founder of Coast, a media relations consultancy.