Recognition in the Luxury Market
Read how this PAN client strengthened their image as a luxury moving services company by securing coverage in the ultimate luxury resource - the Robb Report.

Expertise Shines Amidst a Financial Crisis
With deep knowledge and a strong strategy, learn how PAN helped this client attract the media's attention during a financial crisis.

The "ESB vs. SOA" Controversy
Discover how comments in response to a negative post by an influential blogger started a dialogue which captured the attention of the traditional mainstream IT press as well as influential analysts & bloggers.

PR Accountability Takes Center Stage
By Mark C. Nardone, Executive Vice President

With marketing dollars tight, recently companies have sharpened their focus on accountability. Measurement in PR, however, needs to go well beyond tracking hits. It's about the quality of coverage, not just the quantity. But how do you measure quality? And how do you know if your agency is equipped to deliver the right results?

There are three core elements that are fundamental to strengthening brands and increasing revenues:

Agility
Any partner within your eco-system should be proactively reaching out to you, discussing new ways to add value. This is especially true in public relations. After all, the array of factors impacting your business don't remain static. Neither should your PR programs.

To help clients prosper long-term, PR agencies need to be agile and flexible. The ability to adapt strategies as clients reinvent themselves and alter goals is critical. That's why we continually challenge ourselves and our account teams to evaluate the current situation and adapt wherever needed. For example, in a down economy, we apply different levels of measurement to keep a keen eye on changing industry dynamics so we can shift programs accordingly. This means employing shorter program review cycles to quickly assess the value clients are gaining, and taking proactive steps to improve campaigns earlier on.

This is particularly true with social media, which often generates revenues and other tangible results much faster than traditional outlets. According to a recent study by the Society for New Communications Research, 74 percent of respondents stated that they choose companies and brands based on what others say online about their experiences. As online campaigns have become more powerful, prominent elements of PR campaigns, the agency's ability to quickly adapt becomes even more crucial.

Innovation
It's common to rein in creativity and focus on raw tactics when times are tough, but that's when it's absolutely essential not to squelch innovation. What's more, creativity doesn't have to cost a lot of money. At PAN, we're always looking to stimulate inventive new ideas. Just because someone's background is in consumer accounts, for example, doesn't mean they can't be the one to spur the next great idea for a technology or professional services client. That's one of the reasons we like to brainstorm across the entire organization. It's exhilarating to see account managers bring fresh ideas to other teams. This open communication inspires staff, and breeds fun new ideas that are the heart of the most memorable campaigns.

Results-Driven
Identifying PR metrics should be an inclusive conversation with clients. If this decision-making process isn't occurring in a collaborative environment, there's the potential for a huge disconnect. Smart agencies know that the focal point of measurement should be re-evaluated on a regular basis through open dialogue with clients. In addition, metrics should look beyond mere media hits. Results could be how many people are following a blog, how easy doors are opening with sales opportunities, web traffic spikes the company is experiencing, how well-attended speaking engagements are, how many people are "digging" an article, and much more. It will vary based on countless elements, including the company's strategic goals, its audience, and the latest conditions on the ground, plus analysis of what messages and approaches are having the strongest impact.

Conclusion
These key elements turn PR into a true extension of your sales force. PR essentials-from product reviews to thought leadership pieces to blog coverage-hit numerous stakeholders and decisions makers. And they open doors much more easily than any ad buy or sales rep can. When we hear from a salesperson we naturally put up our guard. But PR elements have a different effect. In fact, a recent Nielsen survey found the vast majority of people trust consumer-generated media, news articles, and broadcast coverage (which are typically driven by PR agencies) when making buying decisions. Alternatively, search engine and banner advertising, along with text ads on mobile phones, scored at the bottom of the list, with fewer than 35 percent of total respondents. This gives businesses a tremendous opportunity to leverage PR to build up sales, at a fraction of the cost of adding head count.

Time For Your Yearly Check-Up?
By Linda Miller, Director, Messaging & Media Training

With the fall season here, many of us are gearing up for and planning our marketing efforts for 2009. It's also a time when we should take a critical look at how we faired in 2008. Did our marketing efforts meet expectations? Were we able to offset economic downturns by smart (or lucky) planning? Did we make the most of what we undertook? And, how would our competitors answer those questions?

As activities for next year are being planned, it's a great opportunity to take a critical, objective look at how we're communicating our position in the market and answer some important questions:

• Are current values being articulated to prospects, customers and the media and analyst communities?
• Have there been any competitive changes in your market that provide opportunities we didn't have before? For instance, has there been consolidation amongst competitors? Are there technology advances that have changed your position in the market? Have economic changes affected your prospect base? All of these things play into possible changes to value statements.
• Is a major change in your offerings planned for the coming year? Are you planning offerings to new vertical industries?
• When did you last review your messaging statements and competitive position in the market?

To anyone that hasn't had that yearly positioning and messaging "check-up," I'd like to offer our services. Messaging is the compass that guides not only promotional activities, but the way in which each individual speaks about the company. It is this consistency that gives customers a level of comfort and trust. To accomplish this, everyone on the team - from customer service reps to company executives - needs clear, agreed upon direction. Businesses can gain tremendous economies of scale if everyone is talking about the company in the same way. When we think about some of the most memorable brands, often it is their consistency and familiarity of message that resonates with us, more so than any snazzy advertisement or marketing promotion.

We offer an objective look at your company's position in the market alongside that of your key competitors. We talk to stakeholders within your company, to the media and analyst community to ascertain market perceptions. We also complete a critical review of how your competitors are positioning themselves which can and often does offer insight into unspoken benefits you provide that haven't been articulated. We look at your vision for the future to make sure we are honing messages that will connect that future vision to where we've been. Our work includes a messaging workshop - a half day long exercise that presents our findings and gives your company's stakeholders the opportunity to discuss all that's been learned. By the end of the session, everyone is on board and in agreement on the values and differentiators that are most important to your target markets. Once the workshop is complete, we deliver to you a Market Focus Brief - a document that provides you short, medium and long versions of your messaging statements along with stated differentiators and proof points. It's a great roadmap for marketing to use when planning future activities and your sales team will love having a single document that outlines all key differentiators and provides proof points.

Our process works for virtually any kind of company in any industry. We have created messages for companies that are leaders in their fields to start-ups aspiring to be. A recent example is for a job destination site - Beyond.com. Beyond.com is a company that competes with the likes of Monster.com and CareerBuilder.com and needed to be able to articulate their unique niche market value. During the messaging process, we were able to hone in on what job seekers and employers really wanted/needed in a site, then worked that against the values/differentiators that Beyond.com brings and helped to create messages that clearly articulated why it is crucial to work with Beyond.com to find the best job or the right candidate. At a very basic level, what really made Beyond.com different was that they are a network of niche sites (offering specific industry and geographic expertise). That value (among others) is clearly and simply demonstrated on their website, www.beyond.com.

A messaging review strengthens subsequent marketing and public relations activities by providing clear direction for future campaigns. A compelling message makes each PR hit more effective. After all, the best media coverage in the world is fairly meaningless if the message isn't right on. It is the quality of the coverage, not just the quantity that is important. Organizations will get the best bang for their buck by having a yearly messaging check-up to create a foundation for PR and marketing activities.

Examining and developing company messaging is always an exciting endeavor and one that is well worth undertaking to maximize success in the coming year. If you would like to chat about our experiences with messaging, feel free to email or give me a call at 978.474.1900 x214. I'd love to hear from you.

Linda Stewart
President, CEO & Founder

Linda Stewart is the President, CEO & Founder of EPOCH, a pioneering provider of executive project services that help organizations obtain the executive talent they need on a free agent basis. EPOCH's mission is to be the leading broker of independently employed executives for the financial services industry.

Why did you choose PAN as your PR agency?
PAN was recommended to me by one of my business partners' friends who had used PAN in the past and was extremely satisfied.

What are some of the PR challenges with your business model and the industry you play in (pre and post meltdown)?
The biggest challenge we have is introducing our concept to the marketplace. We have a very new way of doing business in the US, although it is a widely accepted practice in Europe, and has been for years. So, getting the word out that there is an alternative to traditional hiring practices WAS our biggest challenge. Now, with the economic meltdown, another challenge we face is that we are focused exclusively on the financial services market and there is very little discretionary spending as a result of the crisis. I remain convinced that when we get through this period, and we will, our variable cost way of doing business will be a very attractive and compelling business proposition for these firms. They will need to move their businesses forward but will want to control and minimize the fixed costs associated with traditional hiring practices. The use of interim management supports the need to manage fixed costs and get things done, but it's still a "new fashioned" way to manage your business.

What do you find most appealing about working with the PAN team?
I find the energy level and the positive mental attitude of everyone I've ever dealt with at PAN to be what I find the most appealing. Obviously, they are also extremely good at what they do, but what makes PAN different, is the way in which they interact with each other and with my team....they are a delight to work with. In fact, I feel as if they are a part of my team!

How do you consider PAN to be an extension of your internal team?
As I noted in the prior question, I absolutely consider them part of the team because they have taken the time to really get to know my business and my market and they proactively help identify timely and relevant opportunities. In fact, I sometimes forget that they have other clients! They make me feel as if I'm the only one!! They are superstars!!!

What are some creative counsel/ideas that the PAN team has provided to you?
The PAN team has helped me a lot with my positioning. I pride myself with trying to be creative as well, but they never discourage my ideas, no matter how silly some of them probably are! They have also been instrumental in the creation and writing of my blog. I couldn't do it without them!!

How has PAN been able to enhance your PR initiatives? How have the results impacted your business?
The PAN team has gotten us into some of the most respected and most well read newspapers and magazines around today. We've been in The Wall Street Journal and The New York Times, to name just a couple. Not only have they gotten EPOCH's name and brand into the marketplace, but they have positioned me as a thought leader in this space as well. So, in my mission to increase awareness, I couldn't be happier. That was our mission for the first year. Our mission now, is to have that awareness translate more directly into revenue. We need to get a few placements and then we'll have some great cases studies and success stories to tell and continue to build the business on.

What are your PR goals for 2009?
My goal in 2009, as noted above, is to build the revenue to support some of our other initiatives. I am hoping that the general brand awareness that we generated so far will get me to a place of revenue where we can continue to build my personal brand as a thought leader into the market. I hope to be able to speak more broadly next year as a way to continue to get the message out while leveraging my personal and my company brand.

We're proud to announce that Erica Burns has been promoted to Senior Account Manager. We're also excited to congratulate Emily Held for being promoted to Associate and Michelle Pappas for being promoted to Junior Associate!

PAN welcomes two employees!
Account Manager Becki Parkhurst
Account Coordinator Angela DiSanto

Welcome to PAN!

Happy PANniversary to our employees!

September:
Amy Morris - 2 Years
Jane Carpenter - 1 Year
Lisa Astor - 1 Year

October:
Jennifer Meyer - 11 Years
Shannon Palmer - 3 Years
Kim Spiller - 2 Years
Michael Sullivan - 2 Years
Pam Woodford - 2 Years

November:
Alexis Gordon - 3 Years
Kim McCrossen - 3 Years

Happy PANniversary to the following clients!
September:
KANA - 8 Years
Cyber-Ark - 3 Years

October:
CiRBA - 2 Years
Knoa Software - 2 Years
ABCSearch - 1 Year
Pluris - 1 Year

November:
Acsis - 2 Years

Happy Birthday to our employees!
September:
Stacy Pelletier
Susan Lloyd
Cathy Rogers
Aidan Bradley

October:
Erica Burns
Karen Fein
Linda Miller
Amy Morris
Tim Munroe
Michelle Pappas
Joel Richman

November:
Lauren Warman
Mike O'Connell
Phil Nardone
Jeff Dillow
Ashley Thomas
Emily Held

Once again, we're thrilled to announce new client wins across all three of our portfolios!

The technology portfolio is thrilled to welcome the following new clients: Novell, Vantrix, Motricity, CODY Systems, Inc., and Omtool.

The consumer portfolio is excited to announce two fabulous new clients: Luggage Forward, The Hanger Project and QIO Systems.

And lastly, the professional services portfolio is psyched to be named the agency of record for DiCicco, Gulman & Company! Click here to read the release announcing this win!

Life at PAN: Our Employees Make Us Shine



PAN welcomes back two boomerang employees. Becki Parkhurst and Tim Munroe rejoin as Account Manager and Director of Business Development, respectively. We are so excited to have them back! We asked them some questions about their time away, what they missed about PAN and some other topics:

When did you originally start at PAN? What was your role?

Becki: I started at PAN in May of 2004 as an Associate, quickly moved up to the Senior Associate role and then to Account Manager. While at PAN I worked on a variety of high tech and consumer clients and secured coverage for my clients in The Wall Street Journal, TIME Magazine, U.S. News & World Report and the Associated Press.

Tim: I started at PAN as an Account Manager in 2002 and was promoted to Business Development Manager shortly thereafter. When I left PAN in Jan. 2008, I was the Business Development Director.


What did you like most about PAN?

Becki: I like a lot of things about PAN! First and foremost, the collaborative environment that the team operates in on a daily basis is something I truly value. The creativity amongst the staff at any given moment is amazing.

Tim: It's crazy and exciting. Fast- paced. Adventurous. Things are always changing and we are constantly trying new things. There's huge diversity and variety in our workplace, and no day is the same. Personally that's the type of environment I thrive in, and it took leaving here to find that out.


Where did you work after PAN?

Becki: After three and a half years at PAN, I went to work at PerkettPR, a virtual PR agency. Although I had a great experience, I realized that I work best in an office setting, face-to-face with my colleagues.

Tim: I have a long commute and I had wanted a job closer to home. I became a Business Development Manager for the Midwest territory for Newmarket International selling their hospitality software-it's about 20 minutes from my home and I thought I could get some great sales experience there.

I was there for eight months and realized that as the economy was skidding, the hospitality market was going to be hit hard. The Midwest is conservative by nature, and software wasn't huge on my customers' priority list. I was doing well but the market wasn't.

At the same time, my old position at PAN had opened up again and I got a call from a colleague asking if I would be interested in coming back to PAN. I've never gone back to a job I left before. But I was flattered, and happy the team here asked me to come back. It's a good fit for all of us and something I'm very pleased I did. The way I look at it now is that I went away for eight months of sales training and brought those skills back to PAN!


What did you miss most about PAN?

Becki: I really missed seeing my team members on a daily basis and the bi-weekly staff meetings. The staff meetings are always so interactive, informative and fun! I also missed the contests put on by the Media Department. I loved the competition!

Tim: I missed the energy, the camaraderie, the variety of clients' products and services. No two days here are alike. I learn something new every day, and that's what drives me and what makes me tick. I don't enjoy the routine and PAN is anything but routine.

PAN Events

PAN's Summer Outing was held on August 15, 2008 in beautiful Rye Beach, NH. The theme was the Olympics - quite timely, considering the outing was held during the actual Olympic games! Employees participated in PAN's own version of the games - which included potato sack races, egg carrying relays, puzzle solving and making our own Olympic flags from scratch!





















Trick or Treat! PAN held it's annual Halloween party on Thursday, October 30. This year's theme was: Hollywood celebrity look alikes. Employees dressed up and enjoyed delicious treats & signature drinks! Please go to this link to view more pictures from PAN's Summer Outing & Halloween Party!