I maintain a warm connection with journalists through regular communication even when there are no major news stories. I use three methods to stay in touch with journalists: I share timeless story ideas and I share brief updates about relevant industry trends and I provide brief comments about their recent published work. I maintain genuine dialogues with journalists through my messages while avoiding any requests for assistance. I sent a journalist a Madrid campaign poster image which matched her previous article from six months ago and she responded right away. The "quiet-in-between" moments I maintain with journalists become essential when major news stories emerge. The editors recognize my purpose extends beyond distributing press releases because they actively read my messages. The editor of a major UK daily newspaper provided immediate coverage to our client because he recalled our previous discussion about an AI tool even though that story had not been published. Relationships compound.
If the journalist and the outlet is important enough, keep consuming their content and make a point to get in touch with a quick compliment or observation. Even better would be a message along the lines of: "Next time you cover X, I have someone you should talk to." This shows that you pay attention and are willing to help even when there's no direct benefit to you.
The most effective approach has been offering value outside of press releases. Sharing patient education content, health trend analysis, or access to physicians for expert commentary keeps relationships active even when the practice itself has no major updates. Reporters appreciate a steady flow of insights that help them meet deadlines, and that reciprocity builds trust over time. The benefit shows when a true announcement arises. Journalists who already view the practice as a reliable source are quicker to respond and more likely to prioritize coverage. Instead of competing for attention in a crowded inbox, the message lands with someone familiar with the organization's credibility. The groundwork laid during quieter periods translates into stronger visibility and faster pickup when the news genuinely matters.
Most businesses only talk to the media when they have a new product or a big announcement. They treat it like a transaction. They send a press release, hope for a mention, and then go silent. We knew that wasn't going to build a real relationship. It makes you look self-serving, and it's a terrible way to build trust. My most successful approach for maintaining media relationships is to become a helpful resource, not a news source. The key is to stop talking about my company and start talking about my industry. We find these insights on the operations side of our business. My team is on the front lines, and they see new trends, new challenges, and new pain points in the industry every day. From a marketing standpoint, I don't just send a press release when we have news. I'll send a reporter a quick, unsolicited email with a valuable insight I've learned from my team. It might be about a new issue our customers are facing or a new way they are using a product. I'm not asking for anything. I'm just providing valuable, actionable information that a reporter would actually want. The benefit is that when we do have an announcement, the reporter already knows who we are and that we are a trusted, reliable source of information. The relationship is built on a foundation of mutual respect and value. This has led to a much higher pickup rate for our announcements and a huge amount of brand credibility. My advice is that you have to stop thinking of a reporter as a megaphone for your message and start thinking of them as a person who needs a good story. The best way to get a good story in the future is to give them a great insight today. That's a story that people will actually believe.
Our best tactic has been to build relationships with value-based touchpoints even without the release of a significant announcement. Instead of going dark, we offer: - Industry reports or trends that help reporters provide context for their own reporting. - Exclusive background interview time with subject-matter experts. - Human-interest insights or customer stories that are not necessarily newsworthy but are still worth their while for their reporting. This approach puts us into the position of a trusted, routine resource rather than a cold pitch. The benefit is two-fold when we do have an announcement: 1. Faster response times -- reporters are more likely to read our emails and prioritize our story because we're familiar and trustworthy. 2. Improved quality of coverage — instead of a transactional source, we receive more complete attributes or deeper interviews since the relationship is built upon credibility rather than press releases.
The most effective way I've continued to leverage media relationships during slower times is by providing value with no coverage request. Rather than going dark, I will share insights about certain segments of the industry, observations in the local market, or applicable data points that a reporter can use in whatever they have to report, even if it is totally different from a press release. This sets me up as a resource, and not just a facilitator. I am also careful about engaging with their content — whether that's writing a thoughtful comment about an article, sharing it across their own social channels, or simply sending a quick thank you note. These tiny, authentic moments lead to familiarity and trust accumulating over time. The upside is clear when I do end up with announcements: the reporter already considers me a credible, reliable source. They are more likely to open my email, consider the story, and make it a priority because I've built trust as a relationship of mutual value, not solely based on requests. Running Crown Billboard Advertising, this means that when I have an announcement about other projects or partnerships, I've done enough relationship building — coverage can flow more organically because I've invested into the connection long before it was newsworthy.
For us, maintaining media relationships isn't about some formal strategy. It's about being a trusted resource for our community. We make it a point to be a source of information for reporters, even when we have nothing to pitch. If a local reporter is doing a story on, say, the fentanyl crisis, I'll reach out and offer to provide background information or to connect them with a family that's willing to share their story. My goal is to help them do their job, not just to get my name in the paper. The benefit of this approach is huge. When you've spent the time building a relationship, you're not just a name in their inbox; you're a person they know and trust. So when we do have something to share—like a new community initiative or a powerful recovery story—the reporter is much more likely to take my call. They know that what I'm offering is real and that it will be a credible, human story. My advice is to stop thinking of the media as a transaction. A media relationship is just like any other: it has to be built on authenticity and trust. In my business, the goal isn't to get a headline; it's to get a story told truthfully, and you can only do that when you've earned a partner who trusts you.
My most successful approach is simply being a reliable expert for my local news, not just a source for announcements. When we don't have a major storm to talk about, I'm just a guy who answers the phone when a local reporter calls with a question. My team and I make a point of being a resource for the community, and that includes the local news. A reporter might call me to ask about a new city code for roofing, or the pros and cons of a certain material, or what homeowners should look for after a summer rain. I'll take the time to give them a real, honest answer. I'm not trying to get a story; I'm just being helpful. This pays off in a big way. When a massive hailstorm hits and they need an expert on the ground right away, they call me. They have my number because I'm already a trusted source. They know I won't just give them a sales pitch. I'll talk about the real issues—safety warnings, how to spot a scam, or how to document damage for insurance. The result is that my name gets out there in a way that builds trust, not just visibility. My advice for any business owner is simple: you don't need a formal relationship with the media. You need a reputation for being an honest expert in your field. The best way to get your announcements heard is to prove you're a good source when you have nothing to announce. That kind of trust is worth more than any press release.
When it is not breaking news, I work at keeping relationships going without concocting storylines that do not exist. I try to offer value that is not linked to announcements, such as offering industry information, connecting reporters with relevant background information that is useful to them, or simply touching base with a note that demonstrates I get where they cover. In short, I attempt not to become that person who calls only when they are looking for something. I also make a habit of personally tailoring interactions instead of spamming press lists. Reporters can recognise canned PR nonsense from three time zones away, and no one wants to be on the receiving end of a mail merge. It pays in the long run: when it is actual news, I'm not an outsider coming with a megaphone but someone they already happen to trust. The existing trust translates into more chances of coverage, superior placement, and, at times, scribes coming to me first with assignments.
One approach I find helpful is sorting content into breaking news, which is obviously shared with media as soon as possible, and smaller-scale content that's good for building and strengthening media relationships. Often you can create this by reframing certain findings from your market research, or adding a follow-up to news you've distributed in the past. Every business has ebbs and flows in its flow of announcements, and this approach lets you maintain your media relationships during slower periods of the year.