This is a summary of a post more fully explored at Public relations and managing reputation.
Round tables are an excellent methodology to help public relations professionals achieve positive media coverage, enhance relationships with important organisational stakeholders and strengthen organisational positioning.
The white paper, produced from a round table, resources issues-driven media campaigns (of which opinion pieces are likely to play a leading role), direct mail and online communication campaigns.
Strategic communication results with target audiences
The white paper is generally a strategic branding, rather than a tactical sales generating, mechanism, though it can be used for the latter.
A white paper can assist with positioning, tactical sales or organisation-stakeholder relationships because the target audience finds its content of value - so recipients appreciate the white paper’s ’sponsoring organisation’ for producing it.
A final reason for producing a white paper that ‘gives’ to its stakeholders is that it can be part of a program to help rehabilitate an organisation’s reputation after it has undergone a crisis. The thought leadership it shows can all impact positively on knowledge of, and perceptions towards, an organisation
White papers have an excellent track record, if well done, of achieving high level, top tier media coverage. They play an important part in an holistic communication strategy.
The ultimate objective of the round table/white paper is to position the organisation (and/or individual, such as a CEO) more favourably with priority stakeholders.
Elements of a marketing communication round table
There are no hard and fast rules as to what constitutes an effective round table, but primary elements to consider generally include the following:
- Having only one representative of the sponsoring organisation present
- Those present need to be senior organisational stakeholders
- Eight to ten participants is ideal. Any less and you may not get the discussion, debate and quality content required to give the white paper ‘heft’. Any more and it can become unwieldy, with many participants potentially becoming frustrated at their lack of opportunity to make a meaningful contribution
- Limit the discussion to one morning. A whole day is too long and most high-level potential participants will baulk at giving up this much of their time
- Two to three hours should be the limit of time allocated to the round table, with a morning tea break an option to consider, though it is best to keep participants in the room and make it very short
- Make an audio recording of the discussion. Keep it on file as it may be called upon if participants disagree with the way they are quoted
- The white paper produced of the round table discussion will need to be signed off on by all participants.
And remember, as the issue(s) being discussed in the round table should be topical, there is a need to accelerate the white paper generation. Don’t hang around.
Importantly, you want to get that paper and its supporting communication out and in front of stakeholders quickly. You don’t want someone else to beat you to the punch.
Additionally, a slow white paper production process will mean reduced buy-in and attention to it from participants through the sign off process. And that is nothing short of death to ROI.
What did you think of this discussion? What is your experience in holding round tables and producing white papers? Did they achieve the intended results? What were the non-media related outcomes, such as stakeholder relationship enhancement?
Related posts on this topic include tips on getting participants to attend a round table and the media relations dimension of a round table and white paper.
