Nuances of International PR

by Robin Lutchansky

In China, Japan, France & Latin America, it will be critical to localize collateral materials since many reporters in these countries do not speak English. Companies that invest in good translation achieve the greatest level of results.

EUROPE

Europe is a collection of countries with their own unique cultures and languages. As a result, it is essential that press releases be tailored for each country and translated to apply to local markets. In addition, there are some common practices in Europe that differ from common practices employed in U.S. PR. For example, brevity is key and European releases should not exceed two sides of A4 paper. Legal disclaimers and trademarks are also not used in European press releases. Having access to local spokespeople is also key. Not only does it mean that the spokespeople can converse with journalists in their own language but it also demonstrates commitment to each territory. Although it is important to conduct tours with the CEO to discuss company vision and add weight to the campaign, it is also vital to have local spokespeople that can comment on news and issues throughout the program. Creative photography is essential. There are also distinctions regarding press for each region, these include:

U.K. — While there are some niche publications, most journalists do not have deep technical background. They are primarily interested in customer stories and demonstrations of ROI. They are suspicious of marketing jargon and will often accept or reject press releases on this basis.

Germany — The German press are more technical than other European counterparts. They seek more product "feed and speed" information, but want to apply that in the context of local customers/market opportunity. Press releases are more successful when they are translated to German.

France — The French press are particularly interested in localizing any technology or company story. Individual journalists are not deeply technical, as a rule, and even more adverse to marketing jargon than the U.K. press. Press releases need to be in French.

Nordics — There is a smaller cadre of press in this region, and they are generally more relaxed and informal. They view themselves as market analysts and delve into how a company or technology solution fits into their local competitive landscape. They will accept press materials written in English so news is timely and not held up for translation. They also actively source information on the Internet. Publications tend to be clustered in Sweden and Denmark, although several important ones are based in Norway. Not surprising, Finland has the fewest technology publications, however, several of them are published in English and closely monitored (most true for wireless-related information). There is traditionally not as much competition for coverage in this region.

CHINA

Chinese media are under strict control from the government and releases must be "cleared" by the propaganda bureau prior to getting published. Consequently, in order to increase mileage, releases must be as China-oriented as possible. It is customary in China to show journalists respect by reimbursing their taxi fees and giving them small gifts. It is also very effective in China to invite Chinese journalists for a meal following a media event as that increases journalist attendance. Primary markets in China are Beijing and Shanghai, and Chengdu. Secondary markets include, Xi'an, Qingdao, Dalian, Shenyang and Xiamen.

JAPAN

Japan is very set in its ways. Many companies enter the market and end up leaving it after a year. However, this is an important market for Innovate due to the massive manufacturing base in the country. Consistency is key as Innovate will need to build relationships and trust with the Japanese. For example, industry analysts in Japan will not usually talk with foreign companies until they have been established in Japan for well over two years as they must first see a consistent commitment to the Japanese market. Also, it is important to realize that Japan does not consider itself to be a part of Asia, and for most Japanese, Asia means China. There is still a lot of unspoken tension between the countries and as such, there is no single "cookie cutter" approach to servicing the region.

All releases and press materials must be in Japanese, they do not speak or read English well. Japanese nationals should also be the contact for Japanese press. For press events in the region, it is important to hire a professional translator that can translate spoken words in real time. Editors want to know exactly what the executive is saying and professional translators are trained to perform this function, a bilingual person is not.

In Japan, the sales market is driven by master distributors, so in order to succeed in this market, Innovate will have to work with distributors. Entering the market with an announcement of Innovate's intention to do business in Japan will attract potential distributors and also create product demand. Also, if the distributor believes that there is a pent up demand for Innovate's products, it will speed up the negotiation process tremendously. Otherwise, it can take several months to close a deal because Innovate will be locked into the typical Japanese business mode of long-term relationship building.

LATIN AMERICA

Argentina, Brazil and Mexico are the largest markets, although Argentina is facing some economic challenges today, and their market is softening. As a result, efforts should begin in Brazil and Mexico. Doing PR in Latin America is very different than any other country since trade press that specialize in the high tech industry are rare, and can be non-existent in many markets for particular business sectors. Most professionals in Latin America are fluent in English and subscribe to English-language trade journals. As a result, most media relations efforts are targeted at the daily newspapers which often cover specialized business and product news typically not covered in the U.S. or Western Europe.

Planning large-scale media events is rarely a good idea. Strikes, political turmoil, or horrendous traffic conditions in the largest cities can easily ruin the most carefully orchestrated news conference. Broadcast media rarely cover news conferences unless major celebrities or sports figures are involved or some sort of widely publicized crisis has occurred. Small, informal meetings or one-on-one interviews with journalists work best. Good quality news photos are in great demand and having a good photo dramatically increases the probability of a significant placement.