Press Relations & Media Relations

The effectiveness of press relations is measured through several key indicators: the number of media placements (articles, features, mentions), the quality and prestige of the outlets covering you, the tone of the coverage (positive, neutral, negative), the potential audience reached, and the advertising value equivalent. We also use more qualitative indicators, such as how faithfully your key messages are picked up, the presence of quotes or interviews, and the impact on your profile and reputation. At One Nation, we provide detailed reports that analyse these different dimensions and connect them to your business objectives.

The main difference lies in control and credibility. Advertising gives you complete control over the message, the format and the timing, but it is clearly identified as paid content. Press relations, by contrast, involve convincing independent journalists to cover your news, which brings markedly greater credibility and legitimacy with the public. Press relations are generally more economical than advertising in terms of cost per contact, but they require more time and offer fewer guarantees. The ideal approach is often to combine the two within an integrated communication strategy.

Handling a media crisis effectively rests on several key principles: responsiveness (replying quickly but not hastily), transparency (being honest without necessarily disclosing everything), consistency (aligning all spokespeople on the same messages), and empathy (showing that you understand people's concerns). It is essential to have prepared a crisis communication plan in advance, with scenarios, key messages and a clear chain of decision-making. During the crisis, communication must be centralised, the media and social networks monitored continuously, and your strategy adapted as the situation evolves. After the crisis, a thorough review makes it possible to draw lessons and strengthen your future preparedness.

The ideal frequency depends on several factors: the size and nature of your organisation, the news cycle in your sector, and above all the relevance of what you have to say. A qualitative rather than quantitative approach is preferable: it is better to communicate less often but with content that is genuinely of interest to journalists. For a mid-sized company, four to six substantial press releases a year may be sufficient, complemented by more targeted activity (opinion pieces, exclusive interviews, and so on). The essential point is to maintain regular relationships with the key journalists in your sector, even outside periods of major announcements.