What all press officer should know The Internet has broadened the scope of work in press offices

. Journalists and c ommunications professionals must understand the essence of the activity and assi gn it to the characteristics of the web. In the first section we saw that the pr ess offices face new challenges such as the power that the consumer has to reach companies depending on the internet. The network also goes a long way to dissem inate news releases, because there is no hard limit of pages to the sites, allow ing online journals publish more material assistance than are printed, in order to enrich and expand its content. The releases may be published for a long time in the database of these sites, prolonging the exposure of the material. The pre ss releases are, by definition academic texts drawn up by companies, institution s and even government people, sent to newsrooms to promote their own image or de scribe a fact in its own way. Some authors, such as Lima, consider the releases advertising disguised as editorial content, for "as one ad, a poster or a billbo ard, the press release is no longer a journalistic text with information to make an advertisement ..." (LIMA, 1987, p. 50). However, they are (or at least shoul d be) all the texts produced with journalistic techniques, distributed to the pr ess that the information is disclosed containing free as if they were produced b y the vehicle itself. The problem is that, rather than the reporter to go direct ly to the source, sources, represented by the numerous press releases advisory, is going to the newsroom. Some companies take advantage of the fact that newsroo ms are becoming leaner and journalist increasingly overloaded to infiltrate info rmation is not always true. It is then up to the journalist to receive the press release, check the source, investigate the matter, find out what's behind that news and then yes use it as staff or in some (and few) cases, and publish it in full. But one should not always call for information ready, using the press rele ase as a final product. Journalism ethics recommends that these materials serve only as a basis for a new text, but in practice the rush of the newsroom does no t always allow that to happen. LIMA observes that "releasemania assumed such pro portions nowadays would find that many newspapers today difficulties to keep its doors open if they can not count on the material distributed by the press offices "(LIMA, 1987, p. 11). This is due to the fact that in Brazil, the writing is increasingly losing their autonomy, due to the increase of economic a nd political interests within the media companies, who generally belong to a lar ge conglomerate. Besides the indirect economic interests - advertising - is the direct interests: "We newspaper companies related to real estate, capital market s or even tied to agrarian interests. Therefore, the investment of such newspape r companies outside their industry usually clash with the free exercise of journ alism "(LIMA, 1987, p. 39). Complementing, Wilson da Costa Bueno notes that: "Yo u can see at once that the boundaries between information [news] and marketing a re increasingly blurred, because the interests involved in the production and ma rketing of content covering today that business groups necessarily, be located i n the area of communication. [...] There is an abuse of media concentration, so that a small number of landowners control, in fact, absolutely predominant porti on of the audience "(BUENO, 2003, p. 29). In this clash between economic interes ts and journalistic exemption opens up a loophole that is being harnessed by org anizations trying to influence or persuade the public. But this does not mean th at every release is bad, however, much of which is sent to the press is the resu lt of good business initiatives, which deserve mention in the media. The press r elease, in general, are produced by press officers and can save a lot of work to reporters, providing information within the organization, many of which the wri ting would not otherwise access or simply do not have time for. However, there i s a debate around the activity of advice, which is frowned upon by many journali sts. Leaving aside ideological arguments and returning the focus to the practice , there is a pretty interesting thoughts about this: "What is opposed to a particular interest is another special interest. And journ alism is not how or why,€fear or despise the individual interests: in addition to legitimate them is the gear of today's conflicts, of which journalism is conc

erned with the tools of truthful reporting and commentary independent "(DUARTE, 2003, p. 50). It must indeed be aware of the omissions and intentions of press r eleases, as the advisers represent the interests of an organization. However, th e fact that defend a position should not discredit the work of the assessor. It is important to consider the advice as a legitimate activity of journalism and, above all, require the knowledge and mastery of all the stages of dissemination of news. Advantages and requirements of online advice Many sites of organizations have sections especially for the professional press, maintained by their staffs. Usually contain current news, contact lists, positi oning the company's schedule of activities, archives of press releases, images, audio, video, speeches, general company data, information about products and ser vices, newsletter system and search the site. Some go further, like Petrobras, w hich maintains a unique website for the press. Moreover, the news sites is incre asingly common to disseminate press releases about products and online services, which bring the corresponding link so that interested parties can obtain more i nformation. Companies can file these releases on their sites so that users can a ccess them later, keeping a cycle of longer exposure. It's always good to have a user accessing the company's website, even through an old release, as you may b e attracted to other information. Another factor to consider is the cost savings enabled by the network: "The email is instantaneous. In minutes you can reach t housand newspapers and journalists. If this same operation was done via fax, it would take about 50 hours (assuming an optimistic because of three minutes for e ach phone call) and the cost would be at least a thousand times greater. If were on paper, and spend more time, also spend more [money] "(DUARTE, 2003, p. 3 49). However, the Internet also creates some requirements. We must respect the s peed of the media: the emails received by the company can not take more than two days to be answered, because in times of internet, "respond with delay means to breach the competitor, because the client also incorporated this acceleration a nd see in front of a larger set of alternatives for their demands. A telemarketi ng system inoperable, a non-interactive website, an unqualified call for sure wi ll push the client to the competitor next door, more agile, more attuned to the citizen in the digital age "(BUENO, 2003, p. 94). Save the time of the editor We must always take into account that the advisory needs to save time the journa list or editor. The release should contain the title or issue a summary of what it is. In the end, must contain the necessary information so we can contact or a dvising the organization itself, and also tell the journalist what to do to rece ive no more releases, if not interested (a simple reply via email as the subject "send no more releases" should be enough). Below are some tips on how to delive r and distribute the releases on the Internet: â ¢ The organization's website, lea ve a visible link to the page of press releases entitled "press," "news" or othe r term quite deductible, and that is accessible by any page of the site; â ¢ Inclu de a complete list of possible contacts for the press, with email, phone, fax an d address; â ¢ Maintain a database releases, images, audio, video and whatever els e is produced by the staff so that journalists can consult quickly; â ¢ The releas es should be easily copied without schedules that prevent copying of the content s (which would be an inexplicable mistake) â ¢ Develop a newsletter system where j ournalists can subscribe or unsubscribe quickly; â ¢ Send releases by e-mail very carefully, because not everyone wants to receive them. One should not abuse the e-mail. Final Thoughts Finally, organizations can no longer ignore the possibilities of the Internet: " If, in the old economy, a company or entity [...] has already been put on standb y to analyze what it would say the next day's newspapers or the nightly news Tod

ay the situation has become even more tense and more neurotic, with new technolo gies "(BUENO, 2003, p. 55). In the network, it is very difficult to control what is said about an organization. There are countless sites, blogs,€forums and co mmunities that allow consumers to express their views and discontent. Today, eve ry company "either like it or not, can be at any moment, every hour, on everyone 's lips" (BUENO, 2003, p. 55). Organizations must then use the Internet to their advantage and, just as their consumers, giving due respect it deserves media. D ifferentiate themselves in the market - increasingly competitive - and that requ ires quality is only achieved with planning. By the way is only obtained with co ntrol. And an organization has no control without a press agent, who will establ ish, monitor and maintain the relationship with the media, developing proactive strategies to promote the positive and reactive to the moments of crisis. Withou t assistance and without the presence on the Internet, a company can not be cons idered "global." Much less competitive. "