Get more of your agency’s stories placed with these best practices.
In the history of marketing and public relations, few tools have been as important as media pitches. Historically, well-written pitches to journalists have been a reliable way to unlock earned media attention and publicity. Of course, pitching journalists in 2025 looks different than it used to. Rapid advancements in technology and shifts in the news industry have transformed the media landscape, rendering many of the old methods obsolete. Market changes in the news industry have completely reshaped media relations as well, creating new pressures for those who want to get their stories placed. Let’s break down how you and your agency can navigate this complex landscape effectively and start gaining more valuable coverage.
Pitching Journalists: A Brief History
To properly contextualize how you can effectively pitch journalists today, it can be helpful to take a brief look back at what was once best practice. In the 1980s and 1990s, media relations often relied heavily on cold calls and faxed press releases to reach journalists. In the 2000s, however, everything changed with the digital revolution. Emails replaced faxes. Press releases took a back seat to short, direct email pitches. And media databases streamlined distribution lists, making it easier to target reporters.
The rise of social media and content marketing in the 2010s caused further disruption, allowing professionals to engage with journalists directly and even promote their own social media content.
Media relations today
In the 2020s, things have once again changed. The explosion of digital publishing has constricted newsrooms and caused outright closures. Local press, for instance, has been decimated by these market dynamics, with over 3,500 local papers closing across the United States in the past 20 years alone.[i] As a result, the day-to-day work of contemporary journalists has changed dramatically. These professionals are under more pressure than ever, having to wade through a larger number of stories due to there being far fewer outlets overall.
How to Break Through
Considering such pressures, businesses must be strategic about how they pitch to journalists if they want to break through and gain valuable media attention. Here are some of the top ways to do just that:
Personalization: Tailoring your pitches and personalizing them to journalists is essential to gaining traction for stories. While PR pros have been personalizing their pitches for years, past methods were often time-consuming and inefficient. New technology like AI has changed the game. AI-powered databases can analyze journalists’ past work to find the best matches for your story. AI tools can also be deployed to optimize subject lines, refine body copy, and enhance follow-ups.
Invest in Relationships: Successful PR efforts still often hinge on building strong relationships with journalists. This can sound overwhelming, but it doesn’t have to be. Start small by doing your homework and reading different journalists’ work. That way, you can reference previous stories when pitching and explain how your piece fits well with their journalistic interests. Then, engage with them on social media to further the relationship by commenting on or sharing their work. Additionally, attending events or webinars where journalists are speaking can foster organic connections and meaningful conversations.
Keep It Short and Simple: It may seem like common sense, but when reaching out to journalists in 2025, brevity is key. Your letter must be short, snackable and ideally scannable. Also, don’t forget that any communication you send must be mobile-friendly.
Newsjacking: One effective way to raise the attractiveness of your pitch is to leverage existing media cycles or news trends. This technique is called “newsjacking,” and it requires just a few simple steps. First, monitor relevant news topics with a digital tool like Google Trends or BuzzSumo. When you spot a trend that aligns with your priorities, craft your pitch and center your unique expertise at the heart of the story. Finally, get it out as quickly as possible by sending a short, punchy note to journalists who are covering the news trend.
Follow-Up: As we’ve discussed, many journalists today are completely overwhelmed by the volume of pitches they receive daily. You can elevate your chances of getting a story picked up by following up. Don’t simply send a canned follow-up email, though.Basic follow-up messages are likely to be ignored. Instead, focus on providing a fresh angle or new data to supplement your initial pitch.
Pitch Effectively in 2025 and Beyond In the battle for attention in today’s economy, businesses of all stripes, including title agencies, must leverage earned media to stay competitive. But gaining coverage from respected journalists is not easy, especially given the evolving nature of news business. You can increase your chances of success by incorporating the best practices we’ve discussed here. By doing so, you’ll engage with journalists on their terms, maximizing your chances
When you look at companies that have succeeded in turbulent times you, will find those that embrace strategic planning fare the best. Strategic planning is found to have a positive impact on organizational performance and is a must for enhancing an organization’s capacity to achieve its goals.
As a title professional, now may be a good time to review your strategic planning process and look for ways to improve it.
Before you begin, it’s important to realize what a strategic plan really is. A strategic plan is a complete and comprehensive activity. It is not document or slide presentation created at the beginning of the year and then tucked in a drawer. The steps of the strategic plan include selecting your team, analyzing current situations and considering future possibilities, defining objectives, creating the plan to realize the objectives, communicating and implementing the plan, and monitoring and adjusting the plan. As you see, “planning” is an important element of the strategic plan, but it’s certainly not the only element.
Here are some things to keep in mind while building and executing the various parts of your strategic plan.
Selecting your team
Be really honest about your team’s strengths and weaknesses, and where you might need to upgrade. An essential requirement for performing the strategic plan is to make sure the members of your team are up to the challenge – psychologically strong, honest, respectful of competitors, accountable, focused, principled and confident but not arrogant. Are their moods appropriate? Nothing thwarts a plan like negativity from a leader, and nothing helps motivate a team who can share their passion for the future of the organization. Ask yourself: do the members of your team embrace the importance of strategic planning, or do they think it’s a distraction from the “real work?” If you’re a business leader, it’s important to reinforce the importance of strategic planning, particularly in a challenging market environment.
Analyze current situations and future possibilities
The next step is to assess current situations and future possibilities both inside your business and outside in the market. The idea here is to ground your assessments about the current situation. Asking the question “where are we now?” is a way to think about this analysis. Internally consider your systems, procedures, and people. Look at your income and balance sheets, sales projections, customer satisfaction, market share and competitors. A SWOT analysis (Strength, Weakness, Opportunities, Threats) is commonly used. When you have considered the present circumstances and characteristics of your company, then move externally to review and write out your assumptions about customers, competitors, the market, and the economy. Try to stick to the facts and leave emotion and speculation out of your data gathering. As human beings, we have a habit of overestimating our capabilities, so it’s important to ground our assessments.
Defining objectives
With your facts in hand from gathering data, now it is time to set objectives. Asking the question “where are we going?” is a common way to think about this phase. Consider the future you would like to see for your business. What are you hoping to produce at the end of the year, in 18 months, in two years? People tend to think in one, short time horizon, so it’s important to consider your objectives over multiple horizons of time. It may also be helpful to view your business objectives in light of your organization’s Mission, Vision, and Values.
One problem with many plans is that there are too many strategic objectives. Keep it simple and real. Get clear about what’s important and urgent and what is not. Of course, remember that people − real human beings − must perform your plan. Be realistic about what your team can do, and what they cannot do. Finally, do one last “gut check.” Ask yourself if your objectives are competitive enough. Said another way, will you be satisfied if you achieve your objectives? While it’s important to think simple, it’s also important not to think too small, particularly in a challenging market like we have now. You need objectives that will get the job done.
Strategies and tactics to realize objectives
Now it’s time to ask “how will we get there?” How will the objectives you have outlined be achieved? Consider the work your organization faces as you seek to convert on your objectives and make a plan specifying the members of your team who will do the work, by when, to what standard and how much you expect it to cost. It’s helpful to think in terms of SMART goals – Specific, Measurable, Achievable, Realistic, Timebound. After you have a rough plan, it’s important to try to pick it apart. To plan with confidence, it’s worth considering where the plan is most likely to break down. Some common flaws include poorly trained employees, poor data gathering and analysis, underestimating competitors, disregard for the importance of new tools and technology obligations, overestimation of sales skills (or other skills), and the lack of new products and services to keep up with change.
Communicating and implementing
When communicating your plan to the company at large, keep it simple, keep it SMART and make it important. Your plan has taken a lot of work and it represents a brighter, more successful future for your company. It’s a big deal, and it’s worth getting excited about. Your management team has a key role in holding the strategic objectives and tactical focuses outlined in your plan. Reinforce them. Be proud. Encourage your team to repeat over and over again what the team is doing and why. Use the same language, the same distinctions, the same graphs and charts. Communicate budgets, timelines, and what people are doing what. Honor their work by sharing key metrics and tell stories about milestones achieved. Hold regular meeting rhythms for key employees that focus on breaking down barriers and resolving issues that stand in the way of team goals.
Monitoring and adjusting
The final step in performing the strategic plan is to monitor, evaluate progress and adjust as needed. As a traveler checks the signs along a road while completing a journey, so to must we track progress toward our objectives. If you are a leader, it is important to maintain discipline and enthusiasm for the plan. Remember that adage that no plan survives first contact with reality, so adjust as needed, but … resist the temptation to trash your plan completely. On tough days that temptation may be strong, but remember the brighter future you and your team have envisioned. Keep progress moving toward your goals, even if you must take a step backward now and then. In closing, the strategic plan is a living and evolving set of commitments. Performing it requires continuous updates, interpretations and assessments of key metrics and situations. The more effective your practice of the strategic plan, the nimbler and more resilient your company will be; greatly enhancing your likelihood of success in these turbulent times.
