Your company deserves to be known for what it does best
When a business owner evaluates a new supplier, they rarely start with that supplier’s website.
He reads an industry publication, opens a newsletter he subscribes to, listens to a podcast while driving, or asks a conversational AI assistant and receives three names along with a summary.
In all these steps, the voice that matters belongs to someone else.
That’s exactly where digital PR comes into play: it builds a company’s brand awareness right where its target market actually gets its information—through the voices that market listens to.
Below, you’ll find directions on how to get there, what the service includes, and what metrics to use to determine whether it’s working.
There is almost always a gap between what a company can do and what its market knows about it.
It’s a price you pay in every negotiation: people who come to you without knowing you ask for references, compare quotes, and take their time.
People who come to your site having already read your work somewhere else talk about other things—and they start talking sooner.
There’s only one way to bridge that gap, and it comes from the outside. A company controls its own website, its own channels, and its own campaigns; for everything else, the voice belongs to third parties. It’s also the part of the story that people find most trustworthy, precisely because it doesn’t come from the seller.
Over the past two years, this has ceased to be merely a matter of reputation. Language models generate responses by analyzing sources that mention a company, and they recommend brands that are cited by recognized third parties.
A company with a flawless website but no external presence is left out of those results, no matter how well-maintained the website is.
Among the marketing and communication services , digital PR focuses specifically on this: ensuring your name gets out there where your target audience gets its information, in the words of those your audience listens to.
There are times when fame stops being a desire and becomes a real problem. These are such times.
In each of these cases, the process starts from the same place: figuring out which sources really matter in your industry, and what we can offer them that’s worth publishing.
Four steps, always in the same order. The first step is to determine where you’re starting from; the last is to show where you’ve arrived.
It’s the same process that the FARO method follows for every project, applied here to building relationships with the key players in your industry.
They build a company’s reputation and credibility among its target audience by using the sources that audience consults: industry publications, vertical portals, specialized blogs, newsletters, and podcasts.
The job involves selecting sources, preparing content worthy of publication, liaising with editorial teams and publishers, and measuring the results achieved.
When someone asks a conversational AI which company to choose in your industry, the answer is based on the sources the model has read.
The brands mentioned by those sources are included in the story, while those that no one mentions are left out.
That is why digital PR now plays a significant role in an area that, until recently, belonged solely to SEO, and why we also track mentions—in addition to visits—as part of this service.
When the question becomes how much that land is worth to your company and what priorities to set in addressing it, the work begins at the decision-making level.
The press office manages relations with traditional media—newspapers, magazines, radio, and television—and measures its success in terms of media coverage and airtime.
Digital PR focuses on the online sources that the market consults and produces evergreen content that is readable by people, search engines, and language models.
The job remains the same; what changes is where the result ends up.
The hardest part is the one thing that never changes: convincing someone who owes you nothing to make time for you.
This applies just as much to the editor-in-chief of a trade magazine as it does to the editor of a niche newsletter, and the key to success is the same: offering something that interests your readers.
What really changes is the duration and traceability.
A radio segment exists only in the moment it airs, and its impact is estimated; an online article remains available, provides a link back to you, and fuels the responses that assistants will provide six months from now.
For the entrepreneur, the implication is clear: the two businesses are planned with different time horizons, and it’s worth keeping both when there’s an audience on both fronts.
This is the question that comes up most frequently among those we’ve collected, and it deserves an answer based on specific criteria rather than a price list.
During our first meeting, we’ll work through these four elements together and establish a realistic minimum threshold for the outcome you have in mind, along with a timeframe for when you can expect to see the first signs of progress.
The method remains the same; what changes are the questions people ask, the channels they use, and the timing of their decisions. These are the four areas where we have the most expertise.
Three questions are more helpful than any others: Which sources have you already reached in this sector, and what content have you shared with them? How do you measure results, and how often do you share them? What happens when an editorial team says no?
The answers explain the method better than any presentation.
The first publications usually appear between the second and third months: the first month is spent mapping out the sources and gathering material.
Recognition grows more slowly than the number of publications, and becomes evident after twelve months, when the name begins to come up in conversations we didn’t initiate.
With metrics tracked before launch and then every thirty days: number of mentions and the authority of the sources hosting them, share of voice compared to competitors, mentions in conversational assistants regarding target questions, and traffic and leads attributable to the publications.
The starting point must be recorded with the date; otherwise, the comparison remains merely an impression.
Link building is part of SEO: it builds links to improve search rankings, using technical criteria.
Digital PR is part of communications: it builds brand awareness and relationships, and links are a natural consequence of a publication.
Different goals, different skills, benefits that often complement each other.
They share the view that a third party’s voice carries more weight than our own, and they target different audiences.
Digital PR reaches out to newsrooms, websites, and authors who publish editorial content; influencer marketing collaborates with creators who speak to their own audiences.
In projects where both approaches make sense, they work together.
Yes, and that’s one of the main reasons for doing them today. Language models generate responses by analyzing sources that mention a company: those mentioned by recognized publications and websites are included in the pool of recommendations.
We measure this effect on the target questions by conducting a survey before and after.
Branding defines who you are, what you promise, and the voice you use to say it. Digital PR ensures that story reaches the right people through voices that your market considers trustworthy.
The former builds your identity; the latter brings it to the world: they work best when the groundwork on your identity has already been laid.
Tools for tracking mentions and sentiment, platforms for monitoring responses from conversational assistants, and Search Console for tracking traffic from posts.
Tools change over time; what remains constant is the criteria used to select metrics and the consistency with which they are tracked.
In our first meeting, we’ll present concrete findings: who mentions you today, based on which sources, and what the chatbots say when someone asks for advice in your field.
It’s the starting point for the project, and it remains yours no matter what—even if you decide to stop there. This is how Factory Communication prefers to begin: with a fact, rather than a presentation.
