Media relations is sometimes treated as a numbers exercise: build a large list, send a release widely and hope that enough journalists respond. The problem is that journalists are not a distribution channel. They are making editorial decisions for specific audiences.
Start with news value
Before deciding who should receive a story, decide why anybody should care about it. What is new? What has changed? Who is affected? Is there evidence, conflict, consequence, surprise or a genuinely useful expert perspective?
If the answer is unclear, a bigger media list will not solve the underlying problem.
Fewer, sharper pitches can travel further
A relevant pitch shows that the sender understands the outlet, the journalist and the audience. It gives the essential point quickly and makes the next step easy: a clear release, credible data, an available spokesperson or a concise explanation of what is being offered.
That level of relevance is difficult to maintain when the same message is being pushed indiscriminately to hundreds of people.
Timing changes the value of an idea
A good story at the wrong moment can disappear. The news agenda changes, competing stories arrive and journalists move on. Media relations therefore requires judgement about when to pitch proactively and when a developing story creates a stronger opportunity for expert comment.
Sometimes the best communications decision is to wait. Sometimes it is to move within minutes.
Specificity earns attention
Journalists receive plenty of claims that something is “unique”, “innovative” or “game-changing”. Those descriptions carry little weight without substance.
Specific information is more useful: a strong finding, a clear trend, a meaningful number, a new appointment with genuine significance, a well-supported opinion or an expert who can explain the consequences of a live issue.
Measure what the coverage achieved
Volume matters, but it is not the only measure. The quality and relevance of the outlet, whether the organisation or spokesperson was properly represented, the strength of the brand mention, broadcast opportunities and the ability to build sustained authority all provide useful context.
The aim is not simply to generate coverage. It is to earn the right coverage for the objective.
Good media relations is selective by nature. It begins with a story worth telling, then uses judgement, timing and relevance to put it in front of the people most likely to care.
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