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.
When I don't have news to share, I use that time to build trust instead of going silent. I'll drop a reporter a quick note with something small but useful, like an interesting chart I spotted or a detail that might help them with a story they're already chasing. Sometimes I'll just check in to say, "Saw this and thought of your coverage." It's low effort for them but keeps me on their radar in a helpful way. I also keep a running log of what each reporter cares about. If I know someone's obsessed with policy or another is deep into consumer stories, I tailor what I send so it feels natural. So by the time I come back with actual news, the relationship is warm. They've seen me as a reliable source, not as another PR contact waiting for coverage. That makes it easier to get quick replies, honest feedback on my pitch, and sometimes even a better spot in the final article.
Chief Marketing Officer / Marketing Consultant at maksymzakharko.com
Answered 7 months ago
In my experience, the most successful way to maintain media relationships when you don't have news to share is by continuing to provide value outside of announcements. Journalists are constantly looking for context, commentary, or fresh angles, and if you can be a reliable source of insight even when it's not tied to a press release, you'll stay on their radar. One example that worked especially well for me was during a quiet quarter with a client in the wellness industry. Instead of disappearing, we proactively sent journalists short "insight notes" about consumer behavior trends we were seeing from our campaigns—things like shifts in booking patterns or rising interest in certain treatments. These weren't self-promotional, but they positioned the client as an authority in the space. A few of those notes even ended up being cited in articles. When we did have a major announcement three months later, the response from the media was much stronger than in the past. Journalists already saw us as a helpful, trustworthy source and were more open to covering the story. For me, the lesson was clear: relationship-building in PR isn't just about pitching when you want coverage—it's about being consistently useful, so that when your news does break, the doors are already open.
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.
One of the biggest lessons I've learned as a founder is that media relationships can't be treated like a light switch—you can't just flip them on when you have news to share and expect results. Early on at Nerdigital, I made that mistake. I'd send out pitches only when we had a campaign launch or milestone, and unsurprisingly, the responses were lukewarm. It felt transactional because, in truth, that's how I was approaching it. My perspective shifted after a conversation with a journalist who bluntly told me, "Don't only reach out when you need something. Stay on my radar when you don't." That advice stuck with me. Since then, my most successful approach has been finding ways to add value even when we don't have direct news to share. Sometimes that means sending over a quick note with an interesting data point we've uncovered in our client work that might spark a trend story. Other times it's offering perspective on an industry shift I know they're covering, without asking for a feature in return. It can be as simple as congratulating them on a recent article that resonated with me, showing that I see their work as more than just a vehicle for my company's exposure. I remember one case in particular: for months I kept sharing insights and small observations with a journalist covering the digital economy, even though Nerdigital wasn't in the spotlight. When we finally had a big announcement—a partnership that reshaped how we approached e-commerce growth—that same journalist not only picked it up but gave it depth and context because they already trusted our perspective. The benefit of this long-game approach is credibility. When you nurture relationships consistently, your brand stops being just another name in a crowded inbox. Instead, you become a trusted resource. Then, when you do have real news to share, it's far more likely to be received with interest and even enthusiasm, because the relationship already exists. For me, maintaining media relationships in quiet times isn't about filling space—it's about showing up with genuine value so that when the big moments arrive, the trust is already there.
My most successful approach is to stay in touch with value, not just press releases. I share industry insights, data points, or quick commentary that might help a journalist with a broader story, even if it's not directly about us. Sometimes it's as simple as congratulating them on a recent piece or offering background context off the record. When real announcements come, those journalists already see me as a helpful, reliable source — which makes them far more likely to cover our news quickly and with interest.
My most successful approach for maintaining media relationships during times when I have no news to share is to stay engaged by providing value and building trust. I regularly reach out with helpful industry insights, background information, and expert commentary—even if it's not directly about my company. This keeps me visible without being intrusive and positions me as a reliable resource, so journalists think of me first when a relevant story arises. By nurturing these relationships consistently, when I do have announcements, media contacts are more receptive and coverage opportunities increase. Journalists appreciate the ongoing support and trust, which translates into smoother pitching and better media coverage. It's about being proactive, respectful, and genuinely interested in their work, not just reactive during news cycles.
The most effective approach has been offering journalists useful context even when we are not promoting ourselves. For example, we share insights on local health trends, seasonal issues like flu prevention, or shifts in community access to care. These contributions give reporters timely material without requiring a formal announcement from us. The benefit is that trust builds quietly during these low-news periods. When we eventually do have a new service to announce or a story worth highlighting, those relationships are already warm. Reporters recognize us as a reliable source and are more receptive to covering our updates. The continuity of support, even in quieter times, turns media interactions into partnerships rather than transactional exchanges.
"Strong media relationships are built between headlines. If you only show up when you need coverage, you've already missed the point." I've learned that the key to maintaining media relationships isn't just reaching out when you need coverage it's about staying engaged even when there's no big announcement. I make a point to share small insights, trends we're noticing in the industry, or even just a quick perspective that might be useful for their reporting. It keeps the conversation alive without the pressure of a pitch. Then, when we do have meaningful news, the trust and rapport are already there and journalists are far more willing to pick up the story because the relationship is built on value, not just requests.
My most successful approach for maintaining media relationships during quiet periods is regular, value-driven engagement. Even when we don't have announcements, I share industry insights, helpful tips for authors, or commentary on publishing trends. This keeps our conversations meaningful rather than purely transactional. The benefit is that when we do have news, journalists are already familiar with us and more likely to cover our story. They trust that our updates will be relevant and credible, which increases the chances of coverage and positive attention. I've also found that personalized check-ins, like quick emails or sharing interesting articles, strengthen rapport without being intrusive. So, maintaining these relationships consistently ensures that we stay top of mind, and when a major launch or project arises, media engagement feels natural, making it easier to secure placements and amplify our message effectively.
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.
Maintaining dialogue around industry context rather than company updates has been the most effective approach. Instead of waiting until we have announcements, we provide journalists with trend data, expert commentary, or background material that supports stories they are already developing. This positions the relationship as mutually beneficial rather than transactional. When the time comes to share actual company news, those same journalists already view us as a reliable source, which shortens response times and increases the likelihood of coverage. The benefit is clear: announcements gain traction faster because the groundwork of trust and relevance has been laid during quieter periods, ensuring our messages are not competing for attention from a cold start.
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.
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.
Consistent value-driven touchpoints have worked best. Instead of waiting for a major announcement, I share short insights, local trend data, or background context that aligns with a journalist's beat. These updates are not pitched as stories but offered as resources, which positions me as a reliable contact rather than someone who only reaches out when seeking coverage. The benefit is clear when true announcements arise. Reporters are already familiar with the relationship, trust that the information will be relevant, and often respond faster. In one instance, a client's product launch received early placement because the journalist had previously used our market data in an unrelated article. The groundwork built during quiet periods created goodwill that translated into timely, prominent coverage when it mattered most.
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.
For a small business, my "media" is my community, and the only "relationships" I have are with my clients. The way I maintain them is with my reputation, even when I have no big "news" to share. My approach is to provide helpful, free information. Even when I don't have a big project to share, I'll post a simple safety tip on social media or a local notice board. I'll talk about why it's important to check your smoke alarms, why an old fuse box needs to be upgraded, or why you shouldn't do your own electrical work. It's a way of showing people that I'm a professional who genuinely cares about their safety, not just about getting a job. This approach has a direct benefit for my business. When I do have a big "announcement" to share—like a new service or a big project—people are more likely to listen because they already know and trust me. They've already seen that I'm a source of valuable information. I've built a relationship with them based on trust and a shared commitment to safety. The impact is on my business's reputation and my sales. By being a constant source of helpful information, I'm building a reputation for honesty and expertise. This is far more valuable than any corporate announcement. A client who sees that I care about their safety is a client for life. That's the most valuable thing you can have in this business. My advice is simple: your best "media relationship" is your reputation. You can't fake it in the trades. Stop looking for a corporate gimmick and start providing real, helpful information. That's the most effective way to build a business that will last.