John Clare’s Guide to Media Handling

Citation

Ingram, H. (2003), "John Clare’s Guide to Media Handling", International Journal of Contemporary Hospitality Management, Vol. 15 No. 4, pp. 248-248. https://doi.org/10.1108/ijchm.2003.15.4.248.1

John Clare is one those rare individuals who claims to understand both the corporate and media worlds. He worked as a journalist and broadcaster, and now operates as a media consultant. This “insider” guide is useful for those who seek to understand the alien workings of TV, radio and print media, and most especially how this knowledge might be used for corporate advantage. In this world of “spin” positive media coverage is dependent upon understanding the media world and those who inhabit it.

Clare begins by explaining to the layperson the newsmaking process and, from the media viewpoint, how an “event” becomes “news”. There are useful diagrams to explain this multi‐level activity as well as insights about how organizations might influence the process. The reader is helped to understand the difference between “diary stories” and “breaking news” and the fiercely competitive nature of the media business. Corporate business is competitive too, but news hounds are chasing “scoops” of breaking news. The role of journalists and their typical characteristics are described, with good practical advice about what news media wants from interviews. There is much common sense information here that goes some way to ally the fear often felt by untrained executives who may perceive journalists as the “enemy”.

There follow three chapters on the main media sectors: television, newspapers and radio. Again, Clare gives us interesting insights on what is required from a news item, including advice on preparing for different types of interview. As Clare is at pains to emphasise, media interviews can be difficult for the untrained executive. Without expensive, but potentially useful media consultancy training, this book points out the key areas.

Subsequent chapters consider how public relations can help put across the corporate message. Clare suggests that the successful PR campaign should be planned carefully and sets out a range of techniques, which are useful in different circumstances. As with any strategy, plans should be regularly reviewed in order to re‐focus and inform future budget spending. One of the best chapters looks at unsought and unwanted publicity when the unexpected happens to an organization. Clare contends that the organization should accept that the unthinkable can happen, and that it is possible to avert crises with preparation and prompt action. The book provides thought‐provoking frameworks with which to analyse crises (for example, by risk and exposure) and to audit vulnerabilities and levels of preparedness. If crisis does strike, Clare proposes techniques for re‐grouping and handling the media’s unwanted attention with a crisis management plan.

The final chapter (of eight) synthesises these wise words into a seven‐step system for preparing for interviews and ensuring that the “right’ message” is conveyed. There is an appendix about the Internet as a source of media.

In summary there is much in this book which debunks myths and stereotypes and which will calm the butterflies of media‐untrained executives. Of course, like most good advice, it is mostly common sense, but too often media affairs are too often placed too low on the corporate agenda until a crisis strikes the unprepared. Each chapter offers useful bulleted summaries to reinforce and distil the key messages. For smaller companies, or those not wishing to take up expensive media consultancy training, perhaps the £45 price tag may not seem too high after all!