Clients, too often, don’t like to be advised by PR firms, despite
mouthing platitudes that they are partners | Sentavio/Shutterstock
It is important for PR companies to lead the relationship rather than merely follow a client’s orders
How
often do we (PR companies) feel frustrated when we are unable to
convince our clients to take some action we know they must take for
their own good, but they don’t do it? Very, I’m assuming!
Let
me share with you a recent experience I had with one of our clients, a
large, profitable firm that is rated very highly by its peers and
competitors. The head of communications said, in a very matter-of-fact
manner, that they could spare a couple of hours for the MD for media
interviews — for the whole year!
Which brings me to a
conclusion — that companies have time for discussions on revenue,
costs, collections, operations, people, appraisals… basically just about
everything except their brand image!
Why are
discussions on brand image relegated to the backburner? And even if they
do take place but the marketing communications head is unable to
convince senior management about it, then isn’t the onus on the PR
company to educate the client? And when we do get the opportunity, how
ready are we to take on the leadership mantle?
Three kinds of companies
In my experience, there are three types of companies.
The understated kind
The
first, perhaps more popular in the south, is of large, successful
companies who are understated and low key. Their attitude is “our
achievements must speak for themselves”. While this is noble, it leads
to even their genuine achievements not getting the recognition they so
richly deserve.
The frustrating thing, however, is
that their competitors, who are probably half their size and nowhere in
their league of achievements, get disproportionate share of voice,
thanks to their desire to be in the news and eager beaver PR companies.
Forward-looking kind
The
second type of companies is that which makes forward looking statements
— many of which are wishful. “We will open 1,000 stores!” they say
without batting an eyelid. And what happens when they complete the year?
They have a mere 80 stores!
In the early days,
before the internet became a way of life, we had a number of companies
which would casually talk in this manner, and without too many after
effects. Today, however, companies would be well advised to be more
reticent, as their statements are being recorded for posterity on the
internet. And no journalist will meet a client without doing his
homework first.
Role model kind
The
third type of company is akin to Infosys. Now here’s a company that has
been a role model of how to handle one’s image and public relations.
Whilst they have had fantastic achievements - like being the first
Indian company to be listed on Nasdaq - they also ensured that they got the
maximum mileage for these achievements.
This leads me
to an important observation. While companies should be careful about
making forward looking statements, they should not hold back on their
genuine achievements and ensure maximum visibility for it whenever and
wherever possible.
While a lot of new generation
companies seem to understand the value of being in the news, the older,
better established brick-and-mortar companies particularly, still suffer
from what I call the stiff upper lip syndrome.
So what should PR companies do?
Running
a PR company myself, I must confess that too often, we are comfortable
in merely taking orders. We don’t rock the boat or assume the mantle of
consultants who advise their clients on the desired course of action. We
often rationalise and console ourselves by saying, “Every client gets
what he deserves”.
What you should do
I
need to also tell you that clients, too often, don’t like to be advised
despite mouthing platitudes that they have an open mind and that we are
partners. But someone must bite the bullet or the PR Company will be
left holding the baby. Of course, there is a time and place for
everything. Clearly the PR Company must find an opportune moment to
share their recommendations.
In my experience, the
beginning of the relationship is a good time. Ideally, if we could start
the relationship with a media workshop, where senior management could
be present, that would make a good beginning.
The
reality is that many CEOs need to be told how Public Relations helps
their company’s stock price, get better employees and improves the
company’s pricing. They simply aren’t aware of these things. I think it
is important for PR companies to lead the relationship rather than
merely follow the client’s orders.
Which leads me to
another difficult question: How many of us are truly ready to be
consultants? Do we possess the knowledge and the confidence so that
clients can look to us for advice? It’s not an easy question to answer,
but it certainly is something that should occupy our attention and
energies, if we are to get the importance we deserve.
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