June 2026 - Gong Kenya

Many organisations have stories they believe are worth telling, but what makes it newsworthy to local media? You may be building new technologies, creating jobs, solving infrastructure challenges, improving access to essential services or bringing fresh thinking to long-standing social issues. Yet even strong stories can fail to land with your target broadcast, print or online local and regional media channels.

Why? Because media coverage is not secured by reaching a business milestone or having something to say. It depends on whether that story feels relevant to the publication’s readership and target audience, arrives at the right moment (why is it relevant at this particular time? What is the news hook?) and is supported by evidence journalists can trust.

For innovators, entrepreneurs and impact-led organisations working across African markets, effective media relations require more than a polished press release. It means understanding what journalists need, how newsrooms work and what makes a story useful to the readers they serve.

1. MAKE IT LOCAL, NOT JUST INTERESTING

A story may be important to your organisation, but that does not automatically make it important to an outlet’s audience. They are looking for stories that connect with the conversations and concerns shaping their local context.

As Fabrice, an experienced local media consultant we work with in Senegal, notes, “media is about now”. Reporters are looking for stories that feel timely and close to their readers, geographically and culturally. A regional announcement, for example, is much stronger when it is made relevant to a specific market: what it means for local businesses, communities, policymakers, consumers or investors.

The more clearly you can answer “why does this matter here?”, the more useful your story becomes.

2. LEAD WITH THE NEWS, NOT THE MARKETING MESSAGE

One of the most common reasons good stories fail to secure coverage is that they sound too much like a sales pitch. Journalists are not there to amplify a brand message. They are there to inform, explain, to educate their readers/listeners/viewers and, of course, scrutinise.

That does not mean organisations should avoid talking about their work. It means the story needs to be framed around a wider issue or shift in the market. What problem are you helping to solve? What trend does your work reveal? What new evidence, insight or perspective can you bring?

Fabrice puts it simply: if you want a story to be interesting, it should not look like marketing or sound too sales-led. The strongest media stories give journalists something their audience will find genuinely useful, not just something the organisation wants to promote.

3. BRING PROOF, NOT JUST HOPE OR AMBITION

Journalists need confidence that the information they are using is accurate. Claims about innovation, growth, impact or market leadership should be backed by clear evidence and credible sources.

This is especially important for organisations working in technical or fast-moving sectors, where complex ideas can easily be overstated or misunderstood. Good media pitching requires discipline: check the facts, simplify the message and make sure every claim can be supported.

Nike, a media expert in Nigeria, reminds us of the importance of originality and careful factchecking when speaking to journalists. In Nigerian media, reporters specialise in particular sectors, from finance and technology to energy, health, education or agriculture. These journalists understand the landscape and will quickly recognise whether a story has substance.

Strong evidence helps them do their job well. It also protects your organisation’s credibility.

4. CUT THE JARGON

Complex work does not need complex language. In fact, jargon is often what prevents a strong story from travelling beyond a specialist audience.

Journalists are sometimes generalists, not specialising in one specific sector, and the public are not always experts in your field, nor should they need to be. Clear, concise language makes it easier for reporters to understand the significance of your work and explain it accurately to their readers.

This does not mean oversimplifying the substance. It means translating technical or organisational language into human terms and clear, plain English. Replace abstract claims with concrete examples. Explain what has changed, who is affected and why it matters now.

5. BUILD RELATIONSHIPS BEFORE YOU NEED COVERAGE

Working well with the media is about pitching stories and building trust over time.

Nike’s advice to innovators is to “make friends with journalists” over time, not in a transactional sense, but by being responsive and accurate. When journalists know you can provide timely information and reliable context, they are more likely to come to you for your own announcements and for expert perspective on a wider issue.

Arnold, a seasoned PR and local media consultant in Tanzania, makes a similar point. The media is hungry for accurate and informed content. Organisations that position themselves as authoritative sources can become valuable, trusted sounding boards for journalists, helping to improve the quality and accuracy of coverage.

And that strong relationship can make all the difference for successful reputation management in more challenging moments. If you have invested in trust before a crisis, you will be better placed to communicate quickly and clearly when scrutiny is higher.

6. SHOW WHAT IS NEW, AND WHY IT MATTERS NOW

Novelty is rarely enough on its own. A new product, service or initiative becomes media-worthy when there is context. it connects to an urgent need, a live debate or a visible shift in the market.

Before approaching the media, ask: what is genuinely new here? Why should a journalist cover it today? What wider conversation does it contribute to? What evidence shows that this is more than an internal milestone?

The stories that land are usually those that combine innovation with relevance. They help audiences understand a problem, a solution or a change that is already shaping their world.

MAKING MEDIA RELATIONS WORK

Good media relations in Africa, as in any market, is not about chasing coverage for its own sake. It is about helping journalists tell accurate, timely and relevant stories. Be local. Be current. Be useful. Bring proof. Build relationships. And above all, remember that the strongest stories are not always the ones that say the most about an organisation. They are the ones that connect human interest with impact, showing why its work matters in the wider world and giving audiences a reason to care.

By Ceciliah Kimuyu, Communications Expert

You send a well-crafted press release, yet the anticipated coverage never comes. No calls. No responses. No story.

If that sounds familiar, you’re not alone.

In Kenya’s fast-moving media environment, journalists work to tight deadlines, juggle multiple assignments, and sift through dozens of pitches every day. Even a strong story can miss the mark if it reaches the wrong person, arrives at the wrong time, or lacks a compelling editorial angle.

To understand how PR professionals can improve their chances of success, I spoke to Kenyan journalists about what they wish communicators understood about today’s newsroom.

FIND THE STORY BEFORE YOU PITCH IT

The biggest mistake many organisations make is leading with their own agenda rather than the story itself.

As Peter, a veteran travel journalist, puts it: “If you don’t know what’s unique about your story, then it’s not for me.”

Too often, the genuinely newsworthy angle is buried beneath corporate messaging. Journalists are looking for relevance, impact, and human interest, not marketing copy.

This is especially true as Kenyan newsrooms increasingly favour people-centred storytelling. Partnerships, funding announcements, and project launches may matter to organisations, but journalists want to understand how those developments affect real people and communities.

Before pitching, ask yourself: What is genuinely new here? Why should audiences care? What makes this different from similar stories?

If you can’t answer those questions clearly, a journalist probably can’t either.

KNOW WHO YOU’RE PITCHING TO

A strong story can still fail if it lands with the wrong journalist.

Kenyan reporters increasingly specialise in sectors such as business, health, technology, agriculture, climate, or education. Understanding a journalist’s beat, recent work, and interests significantly improves the chances of coverage.

As business reporter Boniface says: “Pitching a story to the wrong journalist is a recipe for an early death.”

Research matters. Read recent articles, understand the journalist’s focus areas, and tailor your pitch accordingly.

It’s also important to know when to approach a reporter and when to engage an editor. Reporters are often the best contacts for routine announcements, while editors may be more appropriate for exclusive interviews, opinion pieces, or major campaigns.

BUILD RELATIONSHIPS BEFORE YOU NEED THEM

Successful media engagement rarely starts with a press release.

Journalists consistently emphasised the value of early engagement. Informal briefings, coffee meetings, or background conversations help reporters understand complex issues and build familiarity with organisations long before a major announcement.

As lifestyle journalist Elvis notes: “Don’t wait until 1st December to invite me to the World AIDS Day event and expect me to attend and get the story covered.”

Giving journalists time to absorb context, ask questions, and identify potential story angles often leads to stronger coverage than a last-minute invitation.

THINK BEYOND NAIROBI

Many organisations default to pitching Nairobi-based media, even when the story is happening elsewhere.

But regional correspondents often provide deeper, more nuanced coverage because they understand local contexts, communities, and issues.

If your story is centred in Kisumu, Mombasa, Eldoret, Garissa, Kakamega, or Turkana, local journalists may be better positioned to tell it authentically.

For national campaigns, combining regional and national media can deliver the strongest results.

TIMING MATTERS MORE THAN YOU THINK

A good story pitched at the wrong time can easily be overlooked.

Journalists are balancing deadlines, assignments, and breaking news throughout the day. Reaching out when they are rushing to file stories is unlikely to generate much engagement.

Many reporters recommend sending pitches and making calls during the morning, when there is more time to consider potential stories.

The same principle applies to events. Press conferences scheduled late on a Friday afternoon, for example, often struggle to attract attendance regardless of how important the announcement may be.

Increasingly, journalists prefer concise releases, supporting materials, and access to knowledgeable spokespeople over lengthy events that offer little additional value.

BROADCAST NEEDS MORE THAN A PRESS RELEASE

Television and radio operate differently from print and online media.

Television journalists need compelling visuals. A row of executives seated behind a table may satisfy stakeholders, but it rarely makes engaging television.

Radio journalists, meanwhile, need articulate spokespeople who can explain complex topics clearly and confidently.

When planning media outreach, think beyond the announcement itself. Consider what audiences will see, hear, and connect with.

TRUST IS EVERYTHING

One lesson emerged repeatedly from journalists: credibility matters.

If you promise an exclusive, honour it. If you commit to providing information, deliver it promptly. If a journalist reaches out for clarification, respond quickly.

Media relationships are built on trust, and trust takes time to earn but can be lost very quickly.

The same principle applies to follow-ups. Journalists understand that communicators need results, but persistent calls and repeated emails rarely improve the odds of coverage.

A polite follow-up after a few days is reasonable. Beyond that, it may be time to reconsider the angle rather than continue chasing a response.

THE BOTTOM LINE

Kenya’s media landscape has evolved significantly. Leaner newsrooms, tighter deadlines, digital publishing, and greater specialisation mean that traditional media relations approaches are no longer enough.

The fundamentals, however, remain unchanged.

Lead with a genuine story. Understand your audience. Respect journalists’ time. Build relationships before you need them. And above all, focus on creating value rather than pushing messages.

The most successful PR professionals are not simply pitching stories, they are becoming trusted sources.

And in today’s newsroom, trust remains the most valuable currency of all.

Monthly Archives: June 2026

Local, Timely, Proven: How to make your story work for media across Africa