In less than 12 months, author, speaker, entrepreneur and social media expert Peter Shankman has cultivated a 500 member community into 50,000-plus members by connecting reporters with sources. Help a Reporter Out, better known as HARO, is a free service which sends emails three times each day to people who have registered on HelpAReporter.com.
Shankman is also the founder and CEO of The Geek Factory, Inc., a boutique marketing and PR firm, and the founder of AirTroductions, the world’s first social network for business travelers. He sold the network six months prior to launching HARO and now focuses on speaking about social media and managing HARO, where ‘everyone’s an expert at something.’
When and how did you first come up with the idea for Help a Reporter Out?
It’s a fun story. Let’s see… I’ve been running a PR firm since 1998, and I was always talking to reporters. I became friends with them, and I know a lot of people. I talk, I don’t shut up — that’s what I do — and people would say, “Peter, you know everyone. I’m doing a story on this, who do you know who does that?” I would always be like, “Oh, call this person, call that person.” It got to be a bit much to the point where reporters would call me… The one that broke the camel’s back was this: “I’m doing a story on Nigerian farming, and I was told that you would know someone who knew something about Africa and geo soil.” I’m looking at the phone and thinking, “Yeah, that’s how I organize all my friends.” I figured rather than finding someone each time, why couldn’t I just send out a Facebook post and start a group to let everyone know?
What kind of work were you doing as you conceived of HARO, and how did you juggle that work with the launch of the site?
I was doing PR and social media for a handful of companies, including Harrah’s Hotels — various giant companies, small companies. I don’t sleep much.
Describe the process of taking HARO from the idea stage to actuality — what were the steps you took, and what did you find yourself spending more time on?
I had a couple hundred friends at the time on Facebook, and I thought, ‘If I can help a reporter out, I will, and you can get some free press for yourself.’ It turns out that was November 2007. Originally my goal was to keep it on Facebook, but [the group] got to 500 to 600 members. When it was on Facebook, I just ran queries every once in a while, once every two to three days. I moved it from Facebook and onto a new server.
The HARO Web site is nothing more than just something to sign up [for the service]. When you go on the Web site, you just enter your email address to get the emails and that’s it. In the beginning, most of my initial time was spent on formatting the queries in a way that was best suited for the members.
| “I’ve created some sort of digital crack. God forbid you’re a publicist — the one day you decide to delete my email without reading it is the one day The New York Times is in there asking about the industry you’re in.” |
What was your approach in marketing/spreading word of HARO? Who did you consider likely users of the site, and how exactly did you apprise them of it?
I haven’t done a thing; it’s been entirely viral. It’s not what I did. I have reporters. You’re a reporter, and you’re looking for someone who knows about how stuffed animals are made. I may be a financier who’s never dealt with stuffed animals in my life, and I may be dating a cute 24-year-old blonde who works in a stuffed animal store. By forwarding that email to her and making her famous, it looks good for me, I look like a hero; it looks good for her, she’s famous. Somebody asks how she did that, and she says, “I joined HARO.” Then they say, “Oh cool, I should join that!” Done.
What kind of growth has HARO experienced since its launch? What has been its rate of expansion?
I built a quick little Web site and launched it March 20, 2008 and about 100 or so of the members from Facebook moved over immediately. On June 20th, we broke 10,000 members, on August 20th, we broke 25,000 — and advertisers came on board in July. Now we’re over 50,000 members, we are sold out of advertising until mid-April — that’s three ads each day [as of mid-January]. It is my full-time job.
How does today’s HARO site differ from your original conception of it? Did anything have to be significantly adjusted along the way? What aspect of developing the site was your greatest challenge, and why?
I think the difference that I have now is that when I launched HARO, my goal was to create something that all PR people could use for free. Within a month, I realized that I was setting my goals way too small, and it’s really about everyone in the world is an expert at something. Why wouldn’t you want to be on this?
I like making a big community, and it’s just so cool. I’ve mentioned people; I went out to drinks with my friend Lisa who has a band. I mentioned her band and that they’re on MySpace and sound pretty good. She called me up the next day and said, “Oh my God!” That’s the greatest thing in the world for me. With that though comes a very big responsibility: I need to be very, very aware of what I’m saying. I’ve turned down ads, as well. Despite the money, there are ads I won’t post. For instance, someone wanted to advertise something having to do with fur. Not my thing. I try to keep it very non-fight-y.
Which entities would you consider competition to HARO, and what does HARO offer that they don’t? How does HARO offer users more than, say, Profnet?
I don’t really believe there is much competition. Obviously there’s a paid service out there, but I’m not targeting their people. All of the people who belong to their service also belong to mine. I’m targeting the 200 million people out there who would never pay for their service.
One of the beautiful things about HARO, unlike the other service[s] out there, I actually let you forward the queries to a friend. If you see something that doesn’t fit you but fits a friend, you’re going to send it to a friend. When I teach social media, I say that you can’t make anything viral, but you can make something good. That’s what I’d like to think I’ve done: I’ve made something that people want to forward because they really like HARO and they want to do it.
You launched HARO on March 20, 2008 — what did it take to successfully execute during this time of recession within the media industry?
I created something that’s free. It’s pretty hard to compete with free, and the immediacy is also there. Free is simple, free makes life easy.
What are the challenges in daily operations of the site? Describe a typical day.
Answering a lot of questions from people. When you send emails three times a day, you have 50,000 friends. These people tend to ask questions like, “Where are the queries?” and “How do I answer them?” It turns out they’re only looking at the index and not actually scrolling down. I’m a big fan of the auto text feature on the Blackberry, which you can [use to] write something once and you can just type in one word.
There is no such thing as a typical day. Each day is different. Today I’m doing this from New York, next week I’ll be doing this from Tokyo. The day after that I’ll be doing this from who the hell knows where.
How does HARO make its money? Is it profitable, and if so, at what point did that occur? Do you anticipate changing the business model going forward? If so, when and how?
I never planned on monetizing it. I was doing it deliberately in the very beginning just to make friends. Advertisers started calling me and saying, “Hey, we want to hire you.” There’s an advertisement at the top of each email. The first ad came in July, and by the third ad it was profitable. Now it is extremely profitable. I keep thinking I am going to have to develop business one day, but that has yet to happen.
What role/responsibilities do Meagan [Walker, Shankman’s personal assistant] and Michael [Griffin, HARO editor] serve?
Meagan’s my personal assistant. I realized I needed to hire Meagan when I was invited to speak in Singapore about a year ago. I booked my ticket three months in advance and was totally excited, all ready to go. I get to the airport and show my ticket, and they say, “Sir, you booked a ticket to Shanghai.” I was thinking could I rent a car when I arrived, and he said, “Sir, they’re not close.” That was a $4,000 mistake and knew I needed an assistant at that point. It was right when HARO was first starting.
Michael came on board because [with] my travel schedule, [it] was not possible to be on the ground every day for HARO. I needed some help with that. He specifically focuses on all of the emails, works with reporters on deadline. When I’m on a plane and not in front of my computer, he handles the urgent queries, things like that.
What are the ways you envision drawing new users to HARO? Describe the marketing and promotion you anticipate doing in the future to keep growing its user base.
At this point, it’s still very much word of mouth. It seems to be going great. Everyone seems quite happy with the current arrangement. We’re averaging about 400 to 800 new members per day depending on the day. Today we were mentioned in the Financial Times and we have over 800 new members already today.
How did you create the HARO culture — was this part of the original business plan and if not, how did it emerge?
It was entirely organic, there was no business plan whatsoever.
I have created a community. I really have fostered this sense of community. The major airlines site send out their mass emails with sales and have a one percent open rate. My open rate is over 90 percent. I like to think I say good things with my little paragraph rant in the beginning, I think it’s funny. I’ve created some sort of digital crack. God forbid you’re a publicist — the one day you decide to delete my email without reading it is the one day The New York Times is in there asking about the industry you’re in.
I’m creating a brand that is Help a Reporter and a brand that is me. The beauty of that is anyone can use it and anyone can be my friend and follow me and do whatever they want. I don’t turn people away in that regard so if you have something to add and if HARO helps you, great, come join the family. The rules are very simple: play nice to each other.
I am the biggest believer there is no reason that everybody can’t be a little bit nicer to everyone else. I’ve worked to create something to facilitate that. I’ve always been of the opinion that people should just be nicer to each other. There’s enough crap out there in the world that if you could do something nice, why wouldn’t you? I enjoy being nice and being able to foster that sense of growth and helping people connect.
Issuing three emails each day with reporters’ requests for specific sources seems like it would be pretty time-consuming. What’s the advantage of communicating in this volume even as you’re striving to develop the business? How does this reflect the ethos you sought to instill in the company?
I chose three times a day because I figured that’s a smart kind of way to get everyone there. Just formatting the HAROs, at the beginning I got 40 to 50 queries a day that I’d have to write three times a day, and now I have an editor to do that.
The advantage to the reporter is that it’s interrupted. It’s coming into your inbox, you have to read it. People always ask why I don’t make an RSS feed. Reporters don’t want to read queries on your time. You have to get to their time because when they’re on deadline, that’s when they need the information.
HARO is really easy. It’s not hard to do. I’m fortunate that I have reporters who trust me. Everyone says, “Oh why can’t somebody else do this?” The reason nobody else can do this is because thousands of reporters who have used me in the past and know I’m not out there to screw them to get reporters. They trust me. I believe in good karma, I don’t believe in screwing anyone. Just trying to be a decent person. I try to make everyone smile three times a day and, by the way, provide some really cool help.
What’s next for HARO? Is there another phase/purpose to serve as it grows beyond emails and various conference calls?
I’m always looking at ways to improve it. If needs demand more stuff from people then I will add more things. I certainly don’t think we need to create a brand new system. This works really well. This is old school form email. It doesn’t get easier than that. We are going to have more conference calls, maybe once a month, maybe once every other month. The major services out there charge $300 for a call. I charge 50 bucks. I don’t think it should have to be a fortune. I think if we could help people for 50 dollars, then it’s totally, totally worth it.
Have there been any aspects of HARO that have surprised you?
I’m amazed at how high my personal recognition has gone. I show up in towns that I mention in my emails, and people produce happy hours for me. It’s the weirdest thing I’ve ever seen.
How has it filled a niche for the people who use it? What does it offer that didn’t exist previously?
It fills a niche of being able to connect journalists on deadline with sources who can answer their questions. It’s a good idea. One of those things where there’s no good reason not to join. There are 242 million people in the country, all of whom are an expert on something. Why wouldn’t they join?
People can’t necessarily afford the cost of the other service or might not see the reason for it. Hey, $2,500 for a year for an email that may help them once or twice a year if you’re not an agency? Here it is, you’re free. It’s an email three times a day. You read it, you’re done. Then it’s: “I got onto ABC Nightly News. Oh my God, you’re the greatest person ever. Thank you, thank you, thank you, thank you, thank you.” I live for that. That’s so freaking cool.
Knowing what you know now, would you change anything about how you launched/conceived of HARO if you were to do it all over again?
I never would have hired Meagan (laughs). I’m just kidding, she’s standing right next to me. She just gave me a look. I love this. I’m having a field day with it. I think it’s working really well.
What’s been the most valuable lesson in developing this service?
You’re never going to please every single person every single time. There are always people who are going to bitch about something. I’ve gotten very good about saying, “I’ll refund your money.” They’ll say, “You’re sending me too many emails.” Gee, I’m sorry buddy. You can go and pay $4,000 to use the other service and they’ll customize what you get. I’m sorry it’s free and not totally what you wanted.
Tips to use social media to drive a new online community:
1. Use Twitter. “It’s phenomenal and allows you to use it for urgency.”
2. Have a Facebook fan page — but not just an idle one. “A fan page has to be interactive so people actually post on the wall.”
3. Utilize pictures. “I’m a huge believer of seeing pictures and getting pictures online that you can’t get anywhere else and sharing them with the world. The key is to find that middle ground between boredom and excitement. A governmental group got me behind the lines at the plane crash.” [After the U.S. Airways plane crash in the Hudson River, Peter posted a close-up photo on his blog.] “People want to see that, that’s interesting to people. That’s not wasting their time.”
4. Brevity and transparency. “Say it quick and be honest.”
5. Relevance. “Have something worth saying. Brevity, transparency and relevancy are my three keys. Just because the technology exists doesn’t mean you have to use it.”
Vicki Salemi is a freelance writer based in New York City. Her work appears on AOL, Yahoo, CNBC European Business and SheKnows.com.
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