Founded in 1980, the firm has a staff of award-winning professionals and consultants providing clients in New Jersey, Pennsylvania, and New York a with a variety of services that include marketing planning and research, sales promotion, advertising, speech writing/speaker training, video production, and seminar/trade show production, and financial management cousulting services.

Its Hill and Knowlton partner, founded in 1927, employs 1,800 employees in its headquarters in New York City and 67 other offices in 25 countries. Its clients include 25 percent of the world's largest companies, 35 percent of the Fortune 500 and nine of the Top Ten Fortune 100 firms.

Hill and Knowlton has demonstrated vision and leadership in establishing offices and associates in every major market in Asia and the Pacific Rim as well as throughout the Western Hemisphere. From Beijing to Barcelona, Princeton to Paris, H&K is there, setting the standards for public relations skills and local expertise on a global scale.

The policy that governs everything done by Galli Associates and Hill and Knowlton:

	To think globally but act locally
	To provide reliability and excellence in services
	To get results through sound strategy and creative action
	To work with our clients as partners in pursuit of common goals

Galli Associates Facts and History. Galli Associates, Inc. (G/A) assists businesses, both large and small, with state-of-the-art public relations service.

The company is uniquely located in the heart of the "Golden Corridor" between Trenton and New Brunswick New Jersey areas that are home to the largest concentration of science, technology and pharmaceutical corporations in the country. Nearly 50 Fortune 500 companies alone are headquartered within a few miles of Galli Associates New Jersey offices.

Galli Associates marketing is actively involved professionally in the Public Relations Society of America, the National Investor Relations Institute, the Society of Professional Journalists, the Financial Writers of America, the Overseas Press Club of America, the American Association for Public Opinion Research, and various national, state, and city chambers of commerce.

G/A's operations are fully computerized to handle all electonic verbal and numerical data, and are fully connected to the Internet along with a Business Wire account in New York to distribute materials to general and special media points augmented by the use of Internet Fax Broadcasting Systems.

Ten Ways ... to Get the Most from Your Public Relations Agency.

1) Listen to your public relations counsel. He or she knows and practices the craft every day. And besides, you're paying for that expertise.

2) Don't expect too many press placements in the first few months. During that time, you educate your PR firm on your business and that of your competitors. After that, the real payoff begins with positive gross impressions on you and your firm in the nation's press.

3) Make the PR firm part of your company. Too often, it's an adversarial relationship. A committee of critics often hires a firm and says, "Okay, let's see the SOB's do it." Don't dare them to do things. Trust them and help them.

4) The client company must identify a day-to-day internal contact for the agency to work with. The company must also define this person's position and the agency's role, explaining that the agency is supplementing -- not replacing -- the internal person.

5) The PR director of the company must make people in the company available to the agency representative. And those people in turn must make themselves available.

6) The client should meet at least once a month with the director of his PR agency. There should be a report on what has happened and what is proposed -- a one-month or three-month wrap-up and a forecast of what's coming up in the next one to three months. The reports should contain one or two creative ideas that will test the courage of the client's convictions.

7) The client must not be afraid to ask for more help or a change of account executives. Many companies have switched or dropped agencies when all they needed was a new AE or more time with their old one.

8) Visit your agency once in awhile. It shows that you care about your work with the agency, that you are not royalty in the palace waiting for the agency rep to come to you. When you meet PR account people on their home ground, you inspire all staffers involved to do their best work for you.

9) Don't ask PR to close the stable door after the horse gets away. Keep your PR agency informed before potential crisis situations erupt, not after. And seek their counsel on whether to cooperate with the perpetrators.

10) Above all, let PR become part of your management thinking. Get the PR people in at the planning stage of programs. They will undoubtedly add helpful ideas that may steer you away from policies that

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