7 DIY PR Tips for Small Business Owners

Hands down, public relations is the single most overlooked marketing method in the small business promotional toolkit. Not utilizing PR, however, is inherently bananas when you think about its potential return on investment. The ability to generate thousands of engaged eyeballs on your product without spending oodles of cash is a skill most small businesses can’t afford to leave on the table. My handy-dandy DIY guide to PR can get you, dear reader, started on your very own PR journey today.

8 Ways to Stand Out as a Recent College Graduate in the PR Industry

I’ve come up with 8 tips to help you land your dream job, excel in it, and prove yourself as a recent college graduate in the ever so hectic and cluttered public relations industry.

Vendor Care is Often Overlooked in Service Businesses (And It’s a Shame)

by Richard Laermer

Time for a frank discussion that doesn’t happen enough: There are a few instances when you need to say goodbye to a client, no matter how much you like or admire them. We all love working with great leaders and companies—especially when coupled with wads of funding—but money and a winning value proposition isn’t everything. In rare cases where certain lines and boundaries are crossed, you must have the self-respect (and respect for your team) to pack it in and move on.

Often, but not always, you see the warning signs relatively early on that you might be up against one of these cases—chronic late payment, “scope creep”, constant nagging—but it usually has to do with abusive treatment. I believe in the good care and feeding of vendors … since I’ve been one for 30 years. Everyone says the provider must be oh so terrific to clients. And sure, that’s true! But this is a real relationship, not a one-way street (or conversation). Conditions between these two fragile units need to be free of BS and everyone must remain respectful. Does it take work on both sides? Of course.

Usually, client companies don’t realize how someone’s patently awful behavior affects a vendor team’s well being. When incessant nastiness occurs, you can tell that it’s going to be impossible to return to “the good place”. The work that must be done is to take a step back and remember never to let daily pressures escalate, boiling over into eruptions that scorch the earth permanently. A serious contemplative beat must be taken on both sides, sometimes multiple times a week—or in stressful times of heavy interaction, daily.

Sometimes companies wisen up—but it’s usually too late. It’s kind of a sad fact of business life. A well-meaning (often quick-moving, albeit naive) client makes a new hire who is not the right fit for its culture, and this individual begins immediately interfacing with a long-term vendor where there’s already a solid relationship in place, replete with well-oiled protocols and processes that have been working swimmingly for some time. The new hire, however—determined to make an impression, prove value, reinvent the wheel, etc.—pushes their way into this equation, fiercely changing key aspects of the flow that were never broken.

I’m trying to say, without being coy, that a new person may ostensibly start criticizing every aspect of the vendor’s work and undo months or years of positive outcomes and smooth sailing. No matter what, it’s never good enough. It may well be a justification of that person’s presence on Company X’s payroll.

It is suddenly a showdown—and it’s obvious who will win. After all, the squeaky wheel is the one closest to the C-Suite, and that isn’t the vendor squeaking. (Unless you happen to be embedded in their offices. In which case—yikes!) So, who’s the one whispering in the check writer’s ear? Who’s the person finding things to pick apart vividly, and who is doing so in the most vocal way plausible?

Things can fall apart quickly once you’ve reached this juncture.

Believe it or not, this is a difficult time to run a service biz, even with—and especially because of—our current economic good fortune. We have unforeseen problems: Our people get bruised a little easier. Employees in this era of prosperity simply will not cotton to bad behavior from clients. Everyone’s back is a little up!

Meanwhile, there’s a sense of impending, well, not necessarily doom, but nobody trusts that the riches will continue. While at the same time clients are more demanding—no kidding; they are paying more.

The fine treatment of one’s service providers is paramount in any economic climate but is even more crucial in these Days of Good. When you imagine nothing bad could possibly happen, it’s particularly shocking when the shit starts flying. It becomes simple to envision a better way: get rid of the people who are mistreating you!

It’s during those moments that tough decisions are made (and stuck with), even ones that are sudden and emotional. But it’s cool to burn a bridge every now and then. You move forward and get on with it. After all, vendors must remember: Stick up for yourself and your team. It wasn’t you who initially burned this bridge, in the first place. You simply had the guts to make an important call and leave with your dignity—and your team’s faith in your judgment—intact.

The adage “We accept the love we feel we deserve” has possibly never been truer than it is when considering the vendor/client dynamic. Vendors: stand up for your right to be valued, appreciated, respected and never abused; it is another best practice to advance your organization’s brand, bottom line and corporate reputation within your industry.

Remember, folks, you need to know when to walk away—and when to run. One day, on that quiet afternoon, when there’s only one thing missing (it’s those 37 passive-aggressive voicemails from Company X), you’ll look back fondly. You will think “I can’t imagine working with those folks for one single day”. And you’ll reflect on joy and gratitude you feel when you think about Company Z, the one you didn’t have space for before you cut the cancer out.

The Customer Is Usually Pretty Darn Wrong

Let’s Change That Saying Once & For All

In the 300 years during which I’ve worked in a service business, I find that the people who hire me are not looking to be right. They’re looking for me to tell them what is right.

The very concept that somehow they know—because inherently they’ve done this in a previous life—how to do PR, seems a little off. I have watched a few dozen PR firms that look, smell and taste just like mine simply ‘yes’ their clients to death, only for said customer to find out later that nothing was really done on their behalf.

It’s what I call the “make it easy on yourself” theory: If you just nod and go with the flow, no one will argue with you. Yeah, that’s not the secret to life.

See, if you’re actually doing something for your clients, you have to break a few eggs. You need to explain precisely what you are doing and show the client that what you’re doing will net results.

I have always felt that talking a client into something that is right for them is simple. You explain what they get for participating in your grand scheme—then explain what they don’t get for not taking part. It’s pretty logical. And to quote Arnold from Twins: “I like logic. I’m a big fan of logic.”

People coming to me to tell me how to do PR  is so nonsensical it makes my head hurt. When the perennial question comes into play—“What is a story that we should be telling?”—I’m glad they asked.  We’ve worked in around 40 industries as a generalist firm, and we know which stories work and which don’t. It’s a cliché to say—but what “plays” is second nature to us. In the dot-com days, we learned the hard way that a release stating Our CEO Sneezed will get laughed right out of the room. The idea that you think something your leader did is media-worthy is—funny. A story has to have an awesome angle, or possess something tied to the news, in order to procure coverage. Just to put something out because you feel like it is pretty stupid. All it does it make the recipient or reader roll their eyes until they feel like they are coming out of their sockets.

You can trace that notion of everything being press-worthy back to the demise of the once-decent internet provider “Aol.” (yes, Aol., not AOL—their branding). See, I watched them for years release something they called news every single day —whereby reporters saw this as a boy cried wolf scenario and trashed every single one. When America Online did something of value—I think it was version 12.0 that really had a path to greatness—the media didn’t even look up. That release (which I read with interest because a monolith had done something right) ended up in circular file cabinets worldwide.

This is called Machine PR. It’s thinking you can churn out a constant stream of not-very-interesting news and somehow if you do it enough one thing will end up in the news. It’s not how any of this works. PR is a relationship-based business, which means we can’t RUIN those relationships by shoving shit down the throats of those influential journalists.

Customers who leave the work to the people they hire usually win. Naturally, I want to say “always”, but then I know that media-savvy clients are the cool exception. There are surely people who do know. It’s because of what they did in a prior life—or majored in once—or because this is something that fascinates them. I adore the clients who are “media junkies” because they’re ones who respond right away to an idea from our team—and come up with ones deriving from a plethora of reading. Those are some melodious tunes to my ears.

The bottom line to this heartfelt dissertation: The customer is only right when the customer knows what the heck she is talking about—from experience or research/knowledge.  It’s true—leave the expertise to the experts. Admit you’re wrong. It’s healthy. And it pays off. Always. Just ask that CEO who sneezed and did not bother telling anybody.

Richard Laermer is the bigmouth CEO of RLM PR.

Can Cannabis Be Inclusive?

It’s June 2019. Welcome to Pride Month. It’s the time of the year when the cannabis industry wants you to know how much it cares. Many of the biggest brands in cannabis are rolling out the red carpet for their LGBTQ+ fans—massive dispensary chain MedMen, popular delivery service Eaze, and Kush Queen cosmetics are a few who have made substantial commitments to supporting the LGBTQ+ community. But despite the rainbow branding and heartfelt homages to queer folks who helped lead the good fight for cannabis legalization, the industry can’t ignore one uncomfortable truth: it’s very straight, it’s very white, and it’s very male.

While there’s little available data on LGBTQ+ representation within the cannabis industry, it’s clear there’s a problem—and it’s existed for some time. Back in 2017, Tessa Love of Slate warned that “by excluding LGBTQ people, the growing cannabis industry is betraying its roots.”

Other historically marginalized communities have also struggled to carve out a niche in cannabis: According to a 2017 survey from Marijuana Business Daily, only 4.3 percent of cannabis businesses are owned by Black Americans, while Hispanic Americans own 5.7 percent. Even one of the industry’s most notable success stories (the above-average representation of women in leadership roles) has been steadily eroding. While women held a full 36 percent of executive positions in 2015, by 2017 that number had decreased to 26.9 percent.

There’s nothing particularly revolutionary about bemoaning the cannabis industry’s lack of inclusivity, but the discrepancies are now too great to ignore, and addressing them with half-measures will prove problematic to the future growth of the industry. According to a May 2019 report from Grand View Research, the market for legal cannabis is expected to hit $66.3 billion by 2025.

Considering that 2015 sales in the U.S. (by far the world’s biggest consumer of cannabis) were only $5.4 billion, that prospective rate of growth would be extraordinary — yet it’s not inevitable. If the cannabis industry wants to reach its full potential, it needs to appeal to those who are not straight white men.

Here is a collection of important figures:

  • LGBTQ+ people: $917 billion
  • Women: $5 trillion (that’s a T)
  • Black Americans: $1.3 trillion
  • Hispanic Americans: $1.5 trillion

These are the best available estimates of purchasing power of different groups of people who are currently (woefully) underrepresented in the legal cannabis industry. They’re expected to increase in the years to come. Pew Research Center estimates that Hispanic and Black Americans will comprise 25 percent of the total U.S. adult population by 2025, while a recent analysis of Gallup poll data revealed that 4.5 percent of Americans consider themselves LGBTQ+, which is the highest number ever recorded.

If cannabis wants to build lasting relationships with historically marginalized communities, offering discounts during Pride Month or featuring diverse models in their advertisements simply won’t cut it. The industry needs to take strong, concrete actions to make “diversity” and “inclusion” more than buzzwords.

Here are some thoughts:

First, let’s make it easier for people from marginalized communities to get a foot in the door. Currently, most cannabis businesses require government-issued licenses to get started. These licenses are off limits to anyone with a previous drug conviction, even minor offenses, which people from marginalized communities are more likely to possess. As a result, we’re left with a world in which only a few dozen of the nation’s 3,000+ cannabis dispensaries are owned by Black Americans (around 99 percent of all dispensaries are white-owned).

And while it’s not within the industry’s direct power to change these laws, there’s a reason once-political powerhouses John Boehner, Joe Crowley, and Tom Daschle went straight from holding office to holding Board meetings for the world’s biggest cannabis companies. If those companies are genuine about wanting to make cannabis inclusive, they need to bring their power to bear on Washington. Now.

Another crucial move is to increase funding available to startups led by LGBTQ+ people, women, and all people of color. Cannabis is a notoriously capital-intensive business, with licenses running upwards of $20,000, and few conventional methods of financing available (financial institutions are wary of dealing with cannabis companies, since doing anything with the plant is still a federal crime). Getting funding is a challenge for any would-be cannabis entrepreneur, but it’s especially difficult for women and people of color. In 2017, just 2.2 percent of $85 billion in venture funding went to women, while businesses founded by women of color got what amounts to nothing. As Wanda James, the first black female dispensary owner in Colorado, told VICE: “Getting funded is a bitch.”

The cannabis industry must “change the conversation” around the plant, but in a different way. In the attempt to sanitize cannabis in the minds of mainstream audiences, a host of cannabis brands are oddly redefining a typical cannabis user as a chic, sophisticated suburbanite who is diametrically opposed to the stereotypical stoner of yesteryear. But what’s left unsaid is that a great many of those stereotypical stoners were queer, people of color, and often both. By seeking to erase the colorful cannabis past from public consciousness, the industry is missing an opportunity to right a historical wrong and secure its long-term growth.

The cannabis industry is still remarkably exciting and progressive—and we all know it. As Addison Herron-Wheeler said in OUT FRONT Magazine, “[It] is clear that the cannabis industry has its heart in the right place when it comes to acceptance and inclusion.”  There’s a difference between wanting to do the right thing and doing it, and as Herron-Wheeler notes, the industry “sometimes… [overlooks] diversity due to privilege within.”

If the cannabis industry is serious about being a positive force in society, it needs to do better—and it can.

Laermer, a proud gay man who knows his facts & figures, is our CEO & Chief Strategist

Startup PR Mentality: What’s Right & What’s Wrong?

Does your client thinks his startup is the greatest thing on earth?

Your client is wrong. But who really cares? When it comes to “getting press” a startup chief has to be ready to take on all comers.

That’s part of the problem with being a startup. The founders think it’s the best bread since sliced–and have the audacity (some say confidence) to believe they are better than a lot of the press being offered. Which is poppycock.

Another problem is that these startup types think they know how PR works.

In fact, very few people are worthy of being in the media—and as for products, hardly any. Knowing how Public Relations works? Even fewer know that magic answer.

I was recently saddled with a client—Rename Maneless—who scoffed at bloggers who wanted to get more information for possible stories on the soon-to-launch thing being offered. Scoffing is rude, first of all. On top of that there was the ages-old argument of “We can do better.” Blood now boiling, I asked this allegedly smart chief thingamabob if he knew the blog he was turning down had 50,000 readers, and did that number meant anything at all?

The answer was a walloping no. Because, and you can say it with me, it just wasn’t high level enough for his time, attention, or taste. Heavy sigh. I wondered if he knew what a high level was.

So I played a game with this genius. I told him that if he did the one interview, I’d promise him one with a major magazine. Little did he know that the first interview wasn’t even a promise of a story—and no major anything stood on deck. Man, it was like getting a kid to eat his veggies; he shrugged and said okay.

After the blog meeting, this problem child was so happy with the experience and subsequent result that he completely forgot about my disappearing magazine piece. (He really was not ready for prime.) I made him see how snobby he was being toward a real live reporter.

We wish our problems could be solved this easily.

But here we go: The next unfortunate request to the same guy came from a podcaster. This was, he said, lower than terrestrial radio–as if radio was evil. I turned the request down. There are only so many hours I can waste playing adult games.

Still, there’s one more problem with startup heads that arises when big-time media start calling. They get insecure. “I just don’t think I’m ready to talk to Time magazine,” one said. But how would you know? Do you think I’d let you sit with a reporter whom I didn’t think you were ready for /slash/ prepare you for? It’s my ass on the line!

The insecurities linger and even after it’s been decided—by me—that he’ll do it no matter what, the late night phone calls start in—and emails and texts, followed by voicemails in the office when he knows I’m gone. “I don’t know, Richard. I think it’s too early!” Too early for? Your nervous breakdown? Please.

Yeah, we face a lot of pretty regular dilemmas in PR society. We deal with Montana-sized egos and paying folk who have no think-before-I-speak button—or think something, then say it without realizing it was better left in one’s head. But some people are such know-it-alls that all our dealings are a uphill trail. To them we have to decide whether to fight or surrender.

There are painful times when it’s so difficult to get a spokesperson to speak that you have to tell the requester that the product isn’t there yet. “It’s a new company and they have many kinks to work out. When they are you’ll be the first to know it,” you lie.

Doing good work isn’t enough.

Nowadays, you need an imaginary Psychology degree to cope with people who decide what’s good enough or what they’re ready for…

Another way to skin this: Want to win your battle? Draw a diagram. Like a presentation—like the Powerpoint she uses in every meeting. Show the good emitting from the piece, and explain what bad will occur if she doesn’t chomp the bullet.

That’ll work until exhaustion sets in; you realize there will always be a startup needing to be talked into something. That’s when you run for the covers.

Keep Calm and Draw a Diagram

Keep Calm and Draw a Diagram

Gumby: Mascot of Our Firm

Gumby | RLM PR: Public Relations Accelerated

In the 1950s and ‘60s, the green Gumby and his pal Pokey were TV fixtures as they joyfully lived the adventures kids dreamt of: going to the moon, jumping in and out of books’ fanciful tales, hanging out with people from far-off lands. Because he was a Claymation™ creation, he was eminently flexible and had a special knack for getting in to, out of, and through fantastic and often-danger-filled escapades.

Gumby lives on in us.

Gumby’s power is much more than flexibility. He is more than ever becoming key to success in whatever world you tool around in. The next time a colleague, friend or Aunt Bertha asks how you triumph in the face of unbelievable odds, tell them “Gumby.” If she runs off looking for the latest gadget codenamed for our little green hero, let her go. If on the other hand she asks what do you mean…?

Gumby is attitude.

Snarky is so darn fashionable, as popular culture lauds Gawker and its cadre of follower blogs that pride themselves on carefully-crafted sarcasm and forever cynicism. He is confident, ambitious and willing to get the job done—that’s the scintilla of “real Gumby.” He is optimistic and focuses on solutions—not problems. You call it like it is … and then you are willing to get how others see it.

Gumby is action.

Lazy is easy. Action is often strenuous and sometimes exhausting, but those who have Gumby (or saw him on TV) know that taking the effortless path rarely gets you where you need to be. Identifying nascent trends, for example, requires vigorous analysis of information from multiple sources, searching beyond your comfort zone.

Gumby is results.

Ultimately, Gumby the flexible character was all about getting the job done—and well in a timely fashion—effectively using all tools available. Gone are the days when tasks came with a “when you can get to it” deadline. If you’re lucky enough to remember the office euphoria when IBM introduced Correcting Selectric then your head probably spins at the plethora of tools available to business folks in our day. These tools can help or hinder, and he is knowing how to use them to deliver results that measurably impact a bottom line, whatever your department.

Gumby learns.

In each of his escapades, he learned from those around him. He sought information and explanation, and had fun doing it. Today, we’re bombarded by data from more sources than we can count, and those who embrace he invest the energy to constantly expand their wealth of knowledge.

Those who have Gumby participate. They do not sit idly by and watch from the sidelines, these are those who jump in and use wit and intellect to get ANY job done. They overcome the most troublesome glitches and find innovative solutions. He isn’t yes-or-no; it’s how and why.

Ask anyone from the Air Force who will tell you without blinking that on day two, someone told them no matter what, “Remember that nothing is a problem.”

In the military they say it best: Semper Gumby!

Who Gives a Hit?

“They called you directly—so that is not like you did anything!”

“We better get the credit for that!”

“Man, can you believe it? They bypassed us and just called our client.”

These scenarios are ridiculous at best, but they happen all too often in PR. They are about claiming the hit as opposed to working together to stay razor-thin-focused on the strategy of a client (or boss). After experiencing the above for years, I now stand firm that this is wrong. The next person who asks me whether or not it is our hit … will simply get hit.

No longer debatable, this tug of war is over with no clear winner. Nowadays, when the self-important blogger, big-time media, local daily, or eager President of the United States actually gets what you are trying to say — no matter how she got the news — it means you win. No more tactics over strategy. PR is about everyone working together to make it work. Contests are out, like Katie Perry and Taylor Swift.

This seems obvious?


You, like me, are still trying to hide who did what from your payee.

That is what this post is about, even with 12 quite understandable lines of preamble. I am asking for a new way to work that says everyone (me too) will play from the same rule book for the first time, starting on the page entitled, How the hell are we going to get this thing to work?!

I want to experience the calendar date when a CNN producer calls an agency because he heard something somewhere and everyone rejoices. This is not happening. All I get is, We have to say that person was on our pitch list, as if that matters.

If that is what matters, then we are mere order takers. Pushily put, I want my people and yours to practice in a PR community where we create compelling messages that get folks hopping excited … even, nay especially, the other media who see it out there.

Who Gives a Hit? Working Together | RLM PR Blog

Simply: Stop shouting from the rooftops about who did what; just get energized by the mutual work. Remember that media begets media — it is that simple.

Then there is offline versus online credit—the nonsense about who got any given blogger to report about some new press release. I hear it said that the release running on a site triggered a Google Alert or RSS-seeker and thus the hit. That is poppycock.

Then, reviving a 70s reference, what is all this fuss about bloggers handing our stories to the major media? Such logic baffles me — more AP and Christian Science Monitor stories are quoted on blogs than any dead tree columnist would take time to read.

Finally, a gripe that needs no introduction: IR versus PR. When did investor vs. media become the norm? Neither thinks the other does anything that valuable, so when an IR rep gets media to act, the PR dudes say Gee, wait a minute! That is our contact. Reads funny, right? Come on people now, everybody get together… try to love.

The client who cares only about tactical hits — or upper manager breathing down your neck for another inch-thick clip book—needs to be slapped down. Show him the value of COMMUNICATING the fiercest ever message to all constituencies, with all the support that is muster-able. During this period of shrinking media and rising tempers, let us get a little Rodney King and work for the same goal—exposure that moves needles.

The Pitch That Cried Wolf

There are only so many reporters and bloggers covering the field or industry you play in, whether it’s automotive technology, software, clothing, or architectural design. With time and experience, you will wind up speaking to them all one day—or their brethren. In a world of instant communication and shrinking inner circles, a PR person who cries wolf with a few off-the-mark pitches is blackballed in a hurry.

There’s nothing the media dislikes more than vapor (a non-story), so don’t pitch it. Click over to Business Wire, PR Web, or any of its ilk on a given day and you can count up hundreds of thousands of dollars spent propagating vapor news. “Small Company A Signs Agreement with About-to-Fold Company B” or “InterSliceTech.com Launches Bleeding-Edge Customer Tracking Functionality.” Find us a journalist who actually wants to write about topics like that (how do they affect anyone else besides the people who wrote the releases?) and we will tip our hats to that PR person (who has a reporter cousin, of course).

The danger in vapor is that it builds a name for you quickly.

The wrong name. If you’re dabbling in handheld technology, say, and you pitch Jason Kincaid, well-known gadgetry guy from TechCrunch, on every software upgrade, he’s going to learn very rapidly not to take seriously any pitch you send his way. Who cares? The danger is that when you have real news, the kind that matters, such as the launch of your new device that makes the iPac shake in its boots, Jason will not pay attention because you’ve proven yourself to be a vapor merchant.

Before you blast out a cluster bomb of e-mails or send that release over the wire, consider long and hard what’s interesting about it. Is it fascinating just because you’ve spent three tireless months working on the content? Is it amazing because your latest noodling brings you one step closer to a competitor that no one’s ever heard of? If that’s the case, hold off and wait ’til you have something worthier of the presses; in other words, don’t believe your own story too much.

Larger public companies are especially guilty of pushing vapor into the press.

There’s a theory out there, one we don’t subscribe to, that if you don’t have a steady, weekly stream of information crossing the wires—also known as “the machine”—your business’s progress has sunk to an uncompetitive pace. Remember that with public companies, their news unfortunately engenders an article or two (unfortunately, because it makes the firm think that what they put out is urgent, and so it compels them to keep the vapor machine oiled).

Yet when this non-urgent-news-pushing firm truly has something worth chatting about, the press may not bite. Everyone at the firm scratches their heads and wonders why. But reporters and analysts are glazed over from the hundreds of newsless missives shot through that PR cannon. And they are all too familiar with firms that cry wolf.

The take-away is that vapor works only rarely. For example, it did for the whole of Seinfeld. If what you desire is respected coverage continually, sit on the vapor (“CEO sneezed today!”), and don’t put it out. You’ll only numb the reporters who should care and who should notice that what you do is important. Being important is paramount.

For more topics like this, follow @laermer