It’s one thing when agencies help their clients to manage an external crisis and/or cauterize a wound. But what happens when the crisis is happening right at the table and an otherwise stable relationship may be headed for the rocks?
Marketing and PR both play substantive roles in an organization’s success. But what happens when disagreements arise between the two and turf wars take root?
Partisanship and policy aside, the campaign trail offers key PR lessons. Whether it’s a presidential hopeful hitting the campaign trail or a new CEO meeting with stakeholders, making a strong first impression is crucial. And perception may trump reality.
While the demise of the press release is greatly exaggerated, ongoing criticism of it remains. Many press releases, regardless of the sector, continue to suffer from flowery language, jargon and buried leads (when the real news is stuck in the penultimate paragraph), among other shortcomings.
For Liam D. Leduc Clarke, senior VP of business management at APCO Worldwide, a growing number of clients are asking for the same thing these days: Help us break down silos and cross-function PR, marketing and communications throughout the entire organization.
Google has prepared a response to antitrust charges from the EU, and it may hold some key lessons for communicators who want to keep employees in the loop while grappling with difficult cases.
Today’s communicators need to practice a kind of integrated leadership that allows for collaboration and connection. In particular, they need to be proactive in forming bonds with marketers in their organizations, instead of engaging in turf warfare.
The major takeaway of Arthur W. Page Society’s spring meeting was that for PR pros the future is uncharted but, in light of some of the cultural indices, loaded with opportunity.