When I started pitching journalists, I thought getting a no meant I should just move on from the idea. If a reporter didn’t reply, I’d switch to a different angle and sometimes not stop to think about the reason why I had got the no.
Nearly a year into my role at Delphi, I see this differently. A reporter’s silence tells you that something about the pitch hasn’t worked, whether that’s the timing, the angle, or who it went to. Working out the reason for a no is what has helped me write better pitches, and get to know the reporters I’m pitching.
Give the reporter a reason to cover it now
Many stories could run any week of the year, so they’re easy for a reporter to look at, decide they could be one for down the line, and then maybe choose not to cover in the future. Looking back, some of my pitches that weren’t picked up were good stories, but with no reason to cover them straight away. Tying the pitch to something happening that week, like a breaking news story, gives the reporter a reason to cover it now.
I saw this with Balloon One’s research on product recalls in the food and beverage space. News of product recalls was everywhere, especially with the story about eggs being recalled from UK supermarkets. Working with the team, we used this as the hook to secure a launch-worthy amount of coverage, and a very happy client! It showed me how much difference the right hook can make to the same story.
Speed matters too, because a reactive pitch sent even an hour late has lost most of its value. Keeping on top of the news is so important to our jobs, and that’s where our Daily Sparks tool helps by flagging stories as they come through, so we can have comments ready while the news is hot.
Relationships come in handy here too – when a piece is timely, reporters will be receiving many, many emails, and are more likely to use a comment from someone they already know – so I work to be that person!
Lead with something reporters can’t get elsewhere
Reporters want to know the angle of any story you’re pitching them is credible and rooted in more than one company’s opinion.
This has taught me to lead with the most interesting fact. If a client has new research, the most surprising figure goes in the first line or two. If there’s no data, I open with the spokesperson’s strongest opinion instead. I’ve learnt a lot of this from the team. A short pitch with one strong stat usually does better than a long one that tries to say too much. If you give them that every time, they start to see you as someone they can rely on.
Write it for one reporter
A pitch that could go to anyone is easy to ignore. Before I pitch, I read what the reporter has written recently, so I can shape the pitch around the topics they cover. It’s also the first step in building a strong relationship, because it shows you’ve paid attention to their work and are interested in the stories they’re covering.
I did this recently when pitching for my client, MHR. When BBC News reported on plans to end virtual job interviews, I could have pitched a general piece on AI in hiring. Instead, I built it around the audience potentially most impacted by the decision: young people trying to find their first job. This led to a brilliant conversation with a reporter on balancing technology and people – and coverage!
Build trust with the reporters you pitch
Timing, a strong opening and a tailored pitch all help, but the reporters who reply most often are the ones who trust me to send them something useful. That trust comes from pitching stories that fit the topics they cover, answering quickly when they need a comment, being honest about where I can help, and taking the time to get to know them.
As PRs we all get some nos from reporters, but the difference is that I now understand the importance of looking at the reason why before I send the next pitch. A no today can still be the start of a good relationship with a reporter tomorrow.
Aaron Sterlin
