Where can you buy strings? And other related lessons from the music industry

It was the day my national manager proudly told me that he’d closed more businesses than he’d opened that the question really hit me.

Is it time to reconsider my career? I asked myself.

In hindsight, the red flags started when employee farewell drinks started to outnumber welcoming drinks ten to one, and “how are you?” turned from an enquiry about my weekend to a genuine concern about my welfare from long-term clients.

For the past twelve years, I worked in musical instrument retail in Australia. Initially, opportunities for career progression seemed limitless, and I was naively happy, building a life and career on the back of selling my passion - the guitar. In the aftermath of the Global Financial Crisis (GFC), the industry failed to embrace new technologies, and as a result, you’d be hard pressed to find a store in any of Australia’s CBDs selling even a pack of guitar strings.

There are parallels to be drawn between the current state of the media relations industry and the challenges faced by my former industry. Over recent years the media environment has undergone rapid transformation. However, media relations is still performed in much the same way it was decades ago.

What happened to the musical instrument industry?

The GFC coincided with a range of technological advancements that led to a complete disruption of the musical instrument industry. Throw in a lowering Australian dollar, and you have a recipe for - opportunity and growth or disruption, denial, and decline.

Unfortunately, the majority of Australian instrument retailers chose the latter. While consumers were increasingly turning to the convenience of online shopping from cheaper international outlets and online peer to peer purchases, most businesses held onto their existing models of face to face transactions in bricks and mortar retail outlets, largely shunning the business opportunities online retail provided.

At the time, the owners of these businesses would argue that “our positive customer relationships will see us through.” This self-important view failed to understand two key considerations: consumers value convenience, and relationships have a monetary value.

What does this mean for media relations?

It is dangerous to depend solely on your current relationships to generate future revenue.

Relationships are never static. Your clients will leave if there is a more suitable solution to their problems, and your internal stakeholders will move. The media landscape has undergone significant change over the past decade, yet the day to day reality for media relations remains largely the same.

If the environment around you is changing, you need to adapt your business to meet not just these changing conditions, but also the next wave of change. Just like we coach our clients and stakeholders to be prepared rather than reactionary, we too should be adapting our methods to take advantage of the opportunities technology will bring now and in the future.

What’s next?

It’s no secret that technology provides an opportunity for growth - or disruption. The rise of e-commerce provided the Australian musical instrument industry with an exciting opportunity to reach a wider customer base. While others focused on reducing their stock range to the “key sellers,” i.e. high-volume or profit lines, in response to lowering profits, an entrepreneurial former mentor of mine was selling electronic drum kits by the pallet load over eBay to customers in remote locations.

At 8:30 am each morning he would check his eBay account and proudly announce he’d surpassed his daily budget before the doors even opened. He was utilising technology to do the heavy lifting for him, until the management of the day shut him down. He was adapting; they were still in denial.

As communicators, we too can use technology to do some of the media relations heavy lifting for us. Developments in machine learning provide opportunities for communicators to automate some of the more mundane aspects of the job, freeing time up to focus on the areas where we can provide the most value to clients and stakeholders.

Technology and disruption impacts every industry. Whether automation augments or replaces our jobs will be determined by our - and our industry’s - ability to adapt. As I take my initial steps into building a new career in the communications industry, I will not forget my past.

If you do not adapt and embrace change, you will be left behind. There’s not much you can do about change if you bury your head in the sand.

Bounce-backs and auto-replies – there’s a difference and why it matters

When you’re using Public Address, we let you know what happens to your email once it’s left our servers through the tracking page. Typically, one of three events will happen to your email – it will be delivered, you’ll receive an auto-reply or it will bounce-back to our server.

Of course, every single email reaching and being read by the journalist is the gold standard, but it’s inevitable that some of the emails to your media list will bounce back or receive an auto-reply. The important difference between these two types of automatically generated reply are broken down below:


A bounce-back occurs when an email isn’t delivered to the recipient’s inbox, which can be for a few reasons – the recipients mailbox is either full, the recipients server was down, the individual has left the organisation or the entire domain that you’ve sent the email to is no longer in use.

In the future, we’ll clean your mailing lists for you and show you when you’re trying to deliver an email to an inactive address, and expect over time that this will significantly reduce the amount of bounce-backs you’ll receive. For the time being, when you receive a bounce-back, check in with your media list provider to ensure you’ve been provided an up-to-date contact for that journalist or outlet.


An auto-reply is typically an out-of-office, informing you that the recipient is away on leave or otherwise occupied for the day. It can also be generated when the recipient has left the organisation, you’ve sent your email to a newsroom inbox that generates an auto-reply to let you know they’ve received your pitch or you’ve hit a spam shield that requires human verification.

We currently process these auto-replies for you and will pass them through as they’re received.

When you receive an auto-reply, it’s best to check what the reason for the auto-reply was, and then track down another journalist in the organisation that you can approach to pitch your story.

So there you have it – auto-replies and bounce-backs in a nutshell. As always, if you have any questions you can reach out to our support line on support@publicaddress.com.au or 0488 839 892.



Screw failure, success is what counts

Screw failure, success is what counts

It's not just time to kill the failure fetish, it's time we called bullshit on the whole idea that failure is the best teacher generally. I'm not saying it's a bad teacher, but there's definitely a better teacher, and it's called success.

Stop the culture bullshit - start telling stories about your values

Stop the culture bullshit - start telling stories about your values

The reality is that most leaders can't do much to directly influence their culture. With few exceptions, the culture that is discussed around boardroom tables is the creation of thousands of employee interactions, public-facing decisions from the company and the accumulation of the hundreds of decades of lived experience of your employees.

Reducing the cost of customer acquistion

Reducing the cost of customer acquistion

But the one, truly traditional, cost of customer acquisition that will not change is the ability for start ups and their founders to polish and refine the story of their business, telling this at every opportunity, through every available medium. For the powerful story transcends a single paragraph adword, creating an emotional connection with a brand and individual and driving long term purchasing decisions.

The power of selfless giving - the story of my personal brand

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Selfless givers are the people who won’t treat you as just another employee, who won’t make you fall in line beca use it’s just too hard, who won’t cut you down because it’s just easier to manage someone who doesn’t push the boundaries.