07_IFRA14_ToolKit

Member Media tool kItI F R A N o r t h A m e r i c a

IFRA14_ToolKit_20+Cvr_4CR4 12/15/14 7:55 PM Page 1

For more information please contact us at:

International Fragrance AssociationNorth America

1655 Fort Myer Drive, Suite 875Arlington, VA 22209571.317.1500 Phwww.ifrana.org

This document is provided by the International Fragrance Association, NorthAmerica (IFRA NA) for informational purposes only. Determination of whetherand/or how to use all or any portion of this document is to be made in yoursole and absolute discretion. No part of this document constitutes legaladvice. Use of this document is voluntary.

IFRA NA does not make any representations or warranties with respect tothis document or its contents. IFRA NA hereby disclaims all warranties of anynature, express, implied or otherwise, or arising from trade or custom, including,without limitation, any implied warranties of merchantability, noninfringement,quality, title, fitness for a particular purpose, completeness or accuracy. Tothe fullest extent permitted by applicable laws, IFRA NA shall not be liable forany losses, expenses or damages of any nature, including, without limitation,special, incidental, punitive, direct, indirect or consequential damages or lostincome or profits, resulting from or arising out of a company’s or individual’suse of this document, whether arising in tort, contact, statute, or otherwise,even if advised of the possibility of such damages.


This document was prepared to offer you and your team basic guidance on interaction with media.It is intended to drive consistency in messages and media protocols across the fragrance industry.Many of the recommendations in this guidance document are intended for high-stakes interviews,but can also be applied to situations where there is a low likelihood of negative coverage.

We are offering this toolkit for inquiries from the media or your customers. However, in certain situationsyou may need specialized counsel from your own public relations or legal departments.

We are not offering specific public relations or legal advice, but rather afew practical steps in dealing with media. It can be utilized as a supple-ment to your company’s protocols and procedures and a resource

for your employees - especially those who may be called on to respond to media or other inquiries.

In addition, we want to assure you that the IFRA North America media team is ready to support yourcommunications activities and serve as the primary media contact for industry-wide controversial issues.

We hope you find this guidance helpful and we ask you to please keep this document confidentialand internal to your company. We welcome your input and recommendations to make this resourcemore useful for your needs.

If you have any questions or comments, please do not hesitate to contact us.

Elena SolovyovVice President, Communications

International Fragrance Association – North [email protected] office ••• 1

Dear Members –

A W o r d f r o m Yo u r A s s o c i a t i o n ’ s M e d i a t e a m


As the fragrance industry increases its profile and visibility, media and others becomeinterested in your position on issues and current industry topics. The likelihood of directinquiries into your company will increase.

It is important to recognize the difference between a routine inquiry, an uninformedinquiry, and one fueled by a motivated adversary. This document serves to help youwith recognizing which one you are handling.

Not every media inquiry presents a threat, in fact, many media interactions are valuable opportunitiesto promote your company, your craft, and your industry. The key is to recognize the difference between one versus the other.

Some media interactions require more careful handling and planning. If you and your team are wellequipped to handle such situations, you will be better at interacting with press in friendly settingsand formats and capitalizing on positive opportunities as well.

With this guidance document, we hope to help you analyze media and other catalysts or inquiries andto offer you resources to handle them, such as industry-wide messages and key positions on potentialindustry issues and challenges.

MemberGuidanceDocument?

W h y h a v e a

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Being prepared reduces time (and stress)Be prepared - in all media matters. Think through potential topics, questions and formats to ensurethe best performance and outcome.

Message developmentThis document contains industry-wide positions and messages on key issues. However, yourspokesperson(s) should also have access to your company-specific key messages and topics. These become your “island of safety” messages in difficult media interviews. These are the messages and positions you return to with each question asked.

Identify likely questionsWork through the list of potential tough questions andanswers. Keep your list up-to-date.

Spokesperson identification and training Designate who is authorized to speak on your company’s behalf. Designate a spokesperson(s) and conduct regular media spokesperson training for skills and techniques in handling challengingsituations and questions.

Media response protocolsRevisit your media response protocols regularly. Help your staff with understanding how and whento elevate the inquiry internally. Identify executives within the company who need to be informedand called upon and when you may need to engage them.

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Getting organized!


Media Call

A n s w e r i n g a

When the call comes in: Don’t answer questions right away. Ask questions, gather information then hang up.

• Get the reporter’s name, phone number and press affiliation.

• If it’s a TV producer, get the name of the correspondent.

• Are they working on a deadline?

• What is their specific area of interest? Story angle?

• What is the format? Print, radio or TV program?

• Who else will be interviewed? Who else have they spoken with?

• Ask for questions in writing.

4 •••


once you’ve hung up the phone, it’s time to do your homework on the reporter and the news outlet. Find out:

• Do they have a clear position or angle they historically write about?

• Does the reporter/producer have a history of covering the subject?

• What were the tone and subjects of the reporter’s prior stories?

• Does the media outlet/reporter specialize in news coverage, feature stories, and/or exposés?

• Is the reporter/producer forthcoming with the information about the story focus, timeline, or format?

• Who else has been interviewed or is planned to be part of the story?

• Are the interview questions too informed?

• Are the questions too challenging or take a different direction from the angle initially discussedto secure the interview?

• Does the reporter challenge your spokesperson or company responses, actions, and/or reputation?

• Is there a possibility of reporters using disturbing visuals or alleged victims stories as part of thestory or are these already on tape or on record?

Me

dia

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optionsC o n s i d e r y o u r

Based on what you’ve learned in your research, you can decide to:

• Decline to participate in the story. This will likely result in a “the company was contacted forcomment, but declined an interview”

• Send relevant information on background

• Ask for questions in writing, provide written responses for the record

• Offer a third party expert for an interview

• Provide a company spokesperson for an interview

ASk YoURSElF tHE FolloWING QUEStIoNS:

• What is the reporter likely to ask and why?

• What is newsworthy about this story and why?

• Who are your key audiences/constituencies?

• What expectations or values do they bring to the process?

• How can you position your statements in the best possible light?

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••• 7

InterviewP r e p a r i n g f o r a n

• Careful preparation is the key to projecting a positive image andconveying your messages. This cannot be overstated. Successfulinterview preparation involves creating a message strategy foreach interview. Creating a message strategy is a lot like preparinga legal strategy. But instead of trying to appeal to a jury in a courtof law, you are trying to appeal to a particular audience in thecourt of public opinion.

• Your message strategy is comprised of the messages you will deliverin the interview. Your statements should do two things at once: address the essence of the reporter’s question and deliver your messages. It should be short, concise, and framed positivelyin order to show you or your company in the best possible light.

• It’s important to remember that you can’t be “media trained” for life.After an initial in-depth training, you may wish to have additionalsessions to prepare for specific interviews. Or, you may wish tohave a refresher course. You can also use the tools and ideasfrom the training presentation and in this handbook to help youwith all your public communications efforts.

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InterviewN e g o t i a t i n g t h e

If you agree to an interview

• Send materials and request a background briefing prior to the interview

• Agree to format: live, taped, debate

• Set a time limit

• Pick a location you are comfortable with

High Stakes Interview ground rules

• Communicate in writing

• Require 24 hour advance of review of any document, photo, video or audio to which the reporterwill expect you to react during an interview

• Negotiate changes in format to ensure your comfort and concentration

• Establish the parameters of your expertise and what you will discuss

• Bring an advocate that will help you to get out of an uncomfortable position(Follow your advocate’s lead)

• Request permission to make your own recording of the interview

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Setting the stage for a tV Appearance

• Accept makeup, if offered

• Record the interview

• Get comfortable

Setting the stage for a print interview

• Have talking points and guidance available to you

• Find out who is asking questions and why

• Research what questions may be asked before responding

• Record the interview, with permission

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Inte

rview


the Interview:Working with the news mediaYou control what you say. You cannot control the outcome of a news interview — but you can greatly influence the outcomeby knowing what to do and what not to do. By following these principles, your interviews will bemore satisfactory for you and for the news media. Equally important, you will have establishedyourself and your organization as reliable, credible sources of information.

BE TRUTHFUL AND ACCURATE. Provide accurate information. Never attempt to mislead a newsreporter — the word will spread among the media that you cannot be trusted.

SUMMARIZE. Don’t over-answer. Get to the point. Be concise. Saying too much increases yourchances of either confusing the interviewer or saying something you later wish you hadn’t said.

SOUND LIKE A HUMAN BEING. Answer questions with simple words, not jargon. Jargon includesindustry acronyms and popular corporate-world words (like utilize, synergy, leverage, and empower).

BE SPECIFIC. Support your points with specific evidence, then give a human example.

HONOR DEADLINES. Make sure the necessary and appropriate information is provided on time.Always return reporters’ calls, even if it’s just to tell them you can’t meet their needs.

BE CONSISTENT. Talk to the media during bad times as well as good times — it’s essential to establish your credibility. Credibility with the media is especially important when editors and broadcasters decide how much weight to give your version of a controversial situation.10 •••


Your Mission in any interview or a high stakes interaction

• Deliver your message clearly and concisely. Why would youeven answer a media inquiry if you have no message or mission?

• Give reporters exactly what you want to see on air or in printand limit material they have to choose from.

• Know more than you need. Be prepared to be the smartestperson in the interview.» What are the opposing arguments?» Who are the experts you can call on and consult with? » What is known/written/debated about the topic to date?

• Make sure you remember to talk through the reporter inter-viewing and directly to your audience.

During the Interview

• Speak so your child would understand• Never repeat/introduce a negative statement or question• Don’t be afraid to say: “I don’t know”• Maintain eye contact • Speak with conviction• Be yourself. Use personal references, experiences and anecdotes.• Stick to your expertise, don’t guess• Address the question, but get to your message

How to Fail

• Be unprepared, inaccurate or unclear • Use acronyms, jargon, meaningless statistics • Pick fights you cannot win – don’t fight with the reporter, theycontrol the editing

• Repeat or introduce a negative • Forget to deliver your message – reporters want to have a wide ranging conversation, you want to deliver your message over and over again.

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Blocking means deftly avoiding an unwelcome or unproductive question. It may be a hostile orcontroversial question, an undesirable hypothetical situation or choice, a request for informationthat you can't disclose, or simply something that doesn't pertain to your agenda during a brief interview.

Bridging means taking the discussion from unfriendly to friendly territory by making a smooth transition from an undesirable question or topic to an area that fits your agenda. The object is to respond to the question as briefly as possible and then deploy a verbal bridge to get to the messageyou want to convey.

• Critics may say that but the real issue is…• People are free to make allegations, but the facts tell the story…• What is important is…• We have to remember that…

Bridging will be particularly important as reporters try to draw you into details you shouldavoid when possible. Reporters bridge too, and the best know when you’re trying to seguefrom the question asked to your message.

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Blocking and BridgingI n t e r v i e w t e c h n i q u e s


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Quick answer to the questionwithout repeating a negative:

I disagree with your statement…No, this is not true…Your facts are wrong…Quite contrary…

AnswerGo straight to the safety of repeating your key messages.

Do not be afraid to be repetitive.

MessageAccent and bridge:

What is important for your viewersto know…Basically…Bottom line is…I want to stress…Most importantly…

transition

What You Should know

• Being human beats being perfect• Use common words, no industry terms • Don’t “translate” • Acknowledge concern • Caring and empathy = trust & credibility• Prepare for likely questions• Identify and practice “island of safety” messages• Work on transitions


toolsI n t e r v i e w

How to Succeed

• Deliver your key messages over and over again• Acknowledge the question asked, then bridgeback to key messages

• Remember, being human beats being perfect» Pause and take time to think about youranswer

» If you stumble, just restart your answer » Pay attention to eye contact, dress andvoice – they all matter

What is a good message

• Factually defensible• Passes the “red face” test• Is simple enough to make common sense

tricks

• Pausing is ok, collect thoughts.• In a taped setting and a tangled answer.Stop. Start over. » Let me start over…» I lost my train of thought…» What I meant to say is…

• Address question. Then bridge to message.» “What’s important for you to know is…”» “The bottom line is…”» “The reality is that…”» “All of our research shows that ….”

14 •••


••• 15

Coping with Sticky Situations

• If you are asked to comment beyond your expertise or react to a hypothetical – DON’T

• Remember you are never off the record, regardless what the reporter says

• If you are asked a question you do not knowthe answer to – Don’t make something up,instead say “I don’t know” and offer to findthe answer or the right person to providethe answer

Sticky Situations

» Uninformed . . . . . . . . . . . . . Take charge

» Pregnant Pause . . . . . . . . . . . Stay quiet

» Reporter interrupts . . . . . Ask politely to finish answer

» “Yes” or “No” . . . . . . . . . . . Don’t oblige, answer in full

» Loaded question . . . . . . . . . Don’t leave unchallenged

Ambush Interviews

• Stop dead in your tracks • Inform the reporter that the questions they are asking are too important orcomplex to be answered standing in a parking lot, etc.; tell them to contactyour office and you will work to get the answers they need

• Walk calmly and at a normal pace to the nearest door they cannot followyou through (private property) or your car. They will continue to shout questionsat you, ignore them

• Do not put your hands in front of a camera, touch the camera or the reporter.• Do not run away or pull your coat over your face


types of Questionst h e I n t e r v i e w :

Examples of difficult questions follow. Your message strategy and your bridge will help youdeal with them. Recognizing them is half the battle.

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The Loaded Question: The loaded question alwayscontains a negative or falsepremise. If you accept it or ignore it, the negative premisestands. Listen closely to allquestions.

• Set the record straight.• Bridge to your messagestatement.

The Hypothetical Question:Asks you to accept and respondto a theoretical premise that maybe preposterous or damaging.

• Refuse to speculate.• Bridge to your message.

The Either/Or Question:This tactic forces you to chosebetween two undesirable positions. Accepting eitherone is a no-win situation.

• Don’t accept either damaging premise. Reframethe question to put yourposition in a more favorablelight.

The Stupid Question:The stupid or uninformedquestion gives you the oppor-tunity to be the expert source.

• Resist the temptation toone-up the reporter.

Baiting:A type of loaded question thatcontains negative terms.

• Challenge the negative assumption.

• Don’t repeat the pejorativelabel.

• Bridge to your positivemessage.

Personal Opinion:This kind of question turns thespotlight on you as an individual.Answer only for your organiza-tion or issue as a whole.

Incomplete Information:Don’t speculate. Tell what youknow.


Sample ScenarioB l o c k i n g a n d B r i d g i n g

Blocking and bridging, as discussed earlier, are accomplishedby using smooth connecting phrases, such as:

"It's our policy not to discuss _________ specifically, but Ican tell you ..." or "I think what you're really asking is ..."

Only "block" a question completely where there is good reasonto do so. Often, you can address the question briefly and thensmoothly bridge to your chosen point. If you must block aquestion, don't simply say "no comment," or "I can't answerthat." Instead, explain why you can't answer it (e.g., proprietaryinformation, lawsuit pending, etc.) and bridge to a topic ormessage point that is important to you.

For example, a celebrity gives a stand-up interview to an enter-tainment reporter at a fundraising event for the American CancerSociety, the celebrity's favorite "cause." The celebrity knowsthe interview will be brief, and the quote that makes the newsshow will be very brief:

Reporter: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Gee, it's surprising to see you here tonight. You've got anew hit television show, you just released a film, and youhave a new baby. You must find it hard to balance all ofyour activities with your family life. ••• 17

Celebrity: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .You're right, sometimes it isn't easy. But you know, havingmy beautiful new baby has reminded me of how preciousand fragile life is. That's why I feel so strongly that we needto help the Cancer Society help those many people whoaren't so fortunate, and to find cures so we can all live fulland happy lives.

Blocking and bridging is particularly critical in situations involvingcontroversy or crisis. The guideline here is: "Asked about aproblem? Talk about a solution." In other words, when facedwith questions about a problem, whether or not you addressthe question directly, you must bridge swiftly to a discussion ofthe measures in place to deal actively with the problem.

Finally, blocking and bridging helps you repeat your messagepoints during the interview. You must repeat your message pointsif you wish them to be retained by the audience; repetition alsomaximizes the probability that one or more message points willappear in an edited story.

If you view every question as an opportunity to accomplish youragenda, you will be successful in conveying your positive messages.

One way to remember this is via the formula:

A = Q + 1 ... or, the answer equals the question plusone of your key message points.


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Sample ScenarioB l o c k i n g a n d B r i d g i n g

In a speech to a national organization, noted consumer advocate Ralph Jones says the public is increasingly beingvictimized by the bad advice or ignorance of financial planners. CBS-TV news wants a response. They track down Burt Smith, president of the Association of FinancialPlanners, for comment.

The reporter asks the following question:

“Mr. Jones said abuses among financial planners have increased as much as 50 percent over the last severalyears. Is that an accurate figure, and if not, how muchwould you say it is?”

How to lose

Mr. Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .No, no, that's much too high. Certainly there have beenabuses and I'm sure the number is higher than we'd all like.But it's hard to quantify. We really haven't had a way ofmeasuring this sort of thing nationwide. Now, we are in theprocess of setting up a system of being able to track thiskind of data and we also have set up a monitoring system, akind of licensing system, actually — it has been in place forseveral months and it's working very well — and it will giveconsumers information on planners who have met certainstandards of performance and expertise and who they canfeel fully confident in going to for advice.

WHAT MADE THE EVENING NEWS:

Mr. Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Certainly there have been abuses and I'm sure the numberis higher than we'd all like. But it's hard to quantify. We reallyhaven't had a way of measuring this kind of thing nationwide.

HEADLINE IN THE MORNING PAPER:“Financial Planning Chief: Abuse High, Reforms Needed”

WHY HE LOST• He was fixated by the question• He didn't effectively block and bridge• He didn't "headline" — key message is at the end, not the front• His message is not stated concisely or crisply


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How to Win

Mr. Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .We have no statistical evidence to support that view at all.In fact, the trend is toward a higher level of performancethroughout the industry. For some time, the industry hasapplied a rigid standard of licensing among financial plannersnationwide. And it has been quite successful. Today, consumers can identify qualified planners in their community and use their services with complete confidence. In addition, we are now establishing a system that will allow us to monitor andquickly act upon consumer complaints throughout the country.

WHAT MADE THE EVENING NEWS:

Mr. Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .For some time, the industry has applied a rigid standard oflicensing among financial planners nationwide. And it hasbeen quite successful. Today, consumers can identify qualified planners in their community and use their services with complete confidence.

HEADLINE IN THE MORNING PAPER:“Financial Planning Chief: Licensing System Protects Consumers”

WHY HE WON• He blocked and bridged• His message points were stated clearly and succinctly• He stuck to his agenda and didn't get "question fixated"• He highlighted a new solution to consumer complaints,rather than dwelling on the problem


Member Media tool kItI F R A N o r t h A m e r i c a

International Fragrance AssociationNorth America

1655 Fort Myer Drive, Suite 875Arlington, VA 22209571.317.1500 Phwww.ifrana.org

20 •••



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