By Prof Said Bani C.M. Din

The corporate landscape today is more complex and interconnected than ever before, necessitating a nuanced understanding of various functions within an organisation.

Among these, Public Relations (PR) stands out as a vital yet often misunderstood domain, particularly by CEOs who may harbour unrealistic expectations about its immediate impact on sales, brand reputation and media coverage.

This disconnect often results in a cycle of frustration and failure, primarily when the Chief Marketing Officer (CMO) fails to educate and align the CEO's expectations with the realities of PR.

Consider a scenario frequently encountered during discovery calls with prospective clients: a CMO lamenting, "My CEO doesn’t really ‘get’ PR."

This statement is an indicator of an impending disaster. Typically, such engagements lead to the CEO expecting PR efforts to yield instant, glowing stories in high-profile publications, which rarely materialise as quickly or as easily as anticipated.

Consequently, the CMOs find themselves caught between a displeased CEO and a beleaguered PR agency, each pointing fingers at the other for unmet expectations. This untenable situation inevitably leads to the termination of service of the PR agency as a scapegoat for the broader systemic failure.

Educational role of CMOs

This recurring issue underscores a fundamental truth: the duty to educate corporate leaders about PR's scope and impact, in such scenario, squarely rests on the CMO’s shoulders. Just as the PR agency serves the organisation, the CMO must serve the internal client – the leadership team. This educational role is crucial for several reasons.

First, it ensures that the CEO and other executives have a realistic understanding of what PR can and cannot achieve. PR is not a magic wand that guarantees immediate sales boosts or instantaneously transforms a brand's reputation. Instead, it is a strategic tool for building long-term relationships, managing perceptions, and enhancing the company's image over time.

The failure of CMOs to convey these points effectively often stems from either a lack of understanding of PR themselves or an unwillingness to confront and manage the CEO's expectations.

Both scenarios are problematic. If the CMOs lack a deep understanding of PR, they cannot provide the necessary guidance and support to the PR agency, nor can they shield the agency from unrealistic demands.

On the other hand, if the CMOs understand PR but are hesitant to challenge the CEO, they are failing in their duty to lead and educate, resulting in a cycle of misaligned expectations and inevitable disappointments.

Distinct roles of PR, sales, marketing and promotions

Understanding the distinct roles of PR, sales, marketing and promotions is crucial. PR focuses on cultivating a positive image and building relationships with the public, stakeholders and the media. It involves crafting narratives, managing crises, and positioning the company as a thought leader.

Sales, marketing and promotions, meanwhile, are, in general, more directly tied to revenue generation and customer acquisition. While there is overlap – as all these functions aim to support the business’s growth – expecting PR to deliver immediate sales results is a fundamental misunderstanding of its purpose.

For CEOs to appreciate the value of PR, CMOs must articulate and defend the unique contributions of PR to the broader business strategy. This involves setting realistic expectations about deliverables and timelines and explaining how PR complements other functions like sales and marketing. A well-executed PR strategy enhances brand credibility and trust, which in turn supports long-term sales and marketing efforts.

Ultimately, the responsibility to bridge the knowledge gap about PR within the C-suite lies with the CMOs. By educating corporate leaders and setting realistic expectations, CMOs can ensure a harmonious and productive relationship between the company and its PR agency.

This proactive approach not only prevents the frustration and failure that comes from misaligned expectations but also fosters a culture of understanding and strategic alignment.

The ultimate goal is to build a sustainable and effective PR strategy that supports the company’s long-term objectives, ensuring that every stakeholder, from the CEO to the PR team, understands their role and the value they bring to the table. This clarity and alignment are essential for achieving the true potential of PR in the corporate world.

-- BERNAMA

Prof Said Bani C.M. Din is Managing Director of bzBee Consult Sdn Bhd and President of Public Relations & Communications Association (PRCA) Malaysia.