Technology advances and a global marketplace have taken the geographic boundaries off of PR campaigns. The world is suddenly a very small place.
Although globalization has helped healthcare companies bring new products to market faster than ever before, there are challenges inherent in building a global PR program.
Varied cultures, regulatory bodies and healthcare systems can throw a monkeywrench of complexity into a global program. Add to those factors different time zones and the expense of airfares, and the barriers can seem enormous.
So too are the opportunities.
Be careful not to fall victim to the following popular global PR myths:
Myth: Technology has reduced the importance of face-to-face meetings.
Fact: Face time is absolutely necessary because business is conducted by people, and people need personal contact to create understanding, connection, and trust.
In a recent survey of 25 multinational companies conducted by Edelman Public Relations Worldwide, nine respondents reported that their PR departments never meet on either a global or regional basis or that they meet less than once a year.
Myth: The U.S. knows best when it comes to PR.
Fact: Americans need to become a lot less ethnocentric. We have a lot to learn from Europeans, who are especially savvy when it comes to integrating communications across multiple markets.
European countries are accustomed to working within the broader, multi-cultural European community where countries differ from one another in their healthcare legislation and regulations.
Myth: Every market is different, so it is impossible to apply one PR program to many markets.
Fact: If developed with globally informed strategies, PR programs can be adapted to fit the cultural and societal differences of multiple markets without losing their core creative focus and market impact.
In fact, the global nature of a campaign can itself provide a communications strategy - cross-cultural comparisons or sharing of information across borders, for example.
Myth: The "deliverable" is a press kit, launch event or media campaign.
Fact: The "deliverable" is the process plus materials. How you get there -through meetings, calls, research, brainstorms - is the most valuable contribution of the global PR team.
Myth: Global headquarters is responsible for the global PR process.
Fact: Global headquarters should drive the PR process, but multi-path communication is key. Every part of a global PR team should be involved in the PR process.
The only way PR strategy can be applied to multiple markets is if all members of the team are in sync and have "ownership" of the program.
Myth: The global PR team is composed of a global team and a local team.
Fact: In addition to global and local teams, you should consider a role for regional coordination. Regional people often are very useful middlemen, because they can help translate broad global messages and PR strategies into high-impact local ones.
Myth: Global PR is too expensive; the costs aren't worth it.
Fact: The benefits outweigh the upfront costs inherent in setting up a global program.
By launching a PR program that spans the globe, companies can create worldwide brand equity, generate cross-border impact, avoid reinventing the wheel and realize cost-saving synergies and efficiencies.
Myth: The PR process is run in stages of "before," "during," and "after."
Fact: The PR process must be ongoing. Although a PR program usually includes finite elements (such as an event, a press kit, etc.), the process by which they are created and executed does not end.
Local markets constantly need to be "in the loop" about global happenings, even when the account is in a quiet period.
A crisis or opportunity can present itself at any time, and it is crucial that all members of the global PR team are up-to-date on the account.
With the proper mindset, processes and tools in place, creating and executing a global PR program can be a rewarding process.
With human relations intact, it's a small world after all.
Nancy Turett is president, healthcare & consumer, and deputy managing director of Edelman Public Relations Worldwide in New York.
She can be reached at 212-704-8195 or [email protected].
Co-author John Weckenmann is an EVP global account manager at Edelman's New York office.
He can be reached at 212-704-8286 or [email protected].