Burrowing into a Good Story
Q&A with BusinessWeek's Peter Burrows
Schwartz Communications sat down with online editor Peter Burrows of BusinessWeek. Here is the interview, drawn from Schwartz Communique, Vol. 2, Issue 4. Peter Burrows is one of the most highly regarded technology writers in the country. Topics here include Peter's start in journalism, elements of a good story and what he looks for in a pitch.
Schwartz Communications: How did you get started in journalism?
Peter Burrows: I got into it very late. I wasn't on the school paper or anything like that. A few years after graduating from Colgate University and working as a technical writer, I got into Columbia University's Graduate School of Journalism. After graduating in 1989, I freelanced for a few of the smaller papers around Boston before landing my first full time job at Electronic Business. Geoff Lewis, who used to run the tech coverage at BusinessWeek, had come through Electronic Business, so he became my "in" here.
Schwartz: Why technology?
Burrows: (Laughing) These were the only jobs available! In the early 90s, the economy stunk and the only hiring was happening on the business page. Once I decided to do that, I figured I should specialize, and tech seemed like the most promising area. To that point, I was hardly a tech expert.
I remember doing my first interview with Alex d'Arbeloff, co-founder of Teradyne. At the end of a long interview, he sensed I could use a little help. So he loaned me a book called Basics of Electronics or something like that. I really knew very little and was covering some of the most technical, geeky markets-such as automated test equipment (ATE) and electronic design software (EDA).
Schwartz: Was it difficult to make the transition from tech novice to the point that you felt comfortable covering these industries?
Burrows: People want to help, and that is the truth of it. Especially with the trades, they want you to understand their business. The experience with Alex d'Arbeloff is a good example. He was running a very large, successful company but still willing to talk me through the basics of his business.
Schwartz: Are you still learning from your subjects?
Burrows: I'm definitely learning there are always new angles. For example, when I covered digital music, you're into copyright law and you're having to understand the music companies and licensing. I love to learn.
Schwartz: What makes a "story"?
Burrows: It's the rare pure technology story that gets into BusinessWeek. We do a lot of corporate coverage and profiles; a company has to be on the rise or the opposite. And we do a lot of technology trend stories. We're an analysis magazine; we look for situations that are changing and look for ways to get ahead of them.
It's a harder sell for a small or mid-sized company. For the most part, we focus on companies that matter to the general investor. Also, if you're working with a person who is well known, that's a way to get a company covered in the magazine.
If it's a new tech trend that can have a broad impact and can create a lot of change, we're interested in that. However, if it's just a speed bump technology it's doubtful it'll catch our attention.
I like narratives, I like to tell stories, whether it's a management story about how a company got into or out of trouble, or about how a technology was developed and turned into a successful business. And the more personal and rich a narrative is, the better. In terms of how to get your companies covered by me, it helps if they're willing and able to provide rich anecdotes--to have executives who are able to "put you in the room."
Schwartz: Who is writing the material for the online coverage?
Burrows: The coverage is coming from everywhere. As a reporter for the magazine, you're also expected to do online stories on the companies you cover. There is also a staff of online folks who do a lot of coverage themselves.
Schwartz: When should people pitch you? How should they do it?
Burrows: Email is best. If you think you have a special story, you can call me. Thursdays and Fridays are the best time to reach me. Deadlines are on Friday for back of the book stories, Tuesdays for the more news-oriented front of the book stories. So Tuesdays can be frantic and Wednesdays can be tricky too since the magazine goes to bed on Wednesday.
Schwartz: What do you look for in a pitch?
Burrows: I'm looking for examples of companies, people or technologies that can really have a big impact, and the more you can demonstrate the case the better. Context is key. There are a lot of interesting people and companies out there, but it's rare that we'll write about them unless they're likely to have a discernable impact on the overall market. And, of course, I'm looking for news and scoops. Some big homeland security deal for some small company that no one has ever heard of, that's a story. But if a company hasn't been covered in BusinessWeek, sometimes it's not the substance of the pitch that gets my attention. It can be the opportunity to establish a new source, to learn about the market in a new way. I'm really looking for relationships.
The way I typically write about a new company is I get to know an executive and he'll comment on a tech trend and pretty soon you know about their company and suddenly you believe it's a story rather than having to be convinced.
I'm looking for the long term. It's an investment of time, on both sides.
(Schwartz: BusinessWeek writes regularly about healthcare technology. Search the archives of Businessweek.com for the stories of Tim Mullaney, Arlene Weintraub, John Kerry and Howard Glickman.)
Tags: Healthcare+PR, Medical+PR, Online+PRPosted by Shawn Whalen on July 26, 2006 at 1:56 PM
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