Disrupting the Conventional PR Model
Years ago when I worked on an in-house public relations team for a large corporation, the company was downsizing due to a merger. People were fearful about their jobs.
Except my boss. I asked him why he seemed so unconcerned.
"All we can do is make ourselves so different, that we can't be replaced."
I didn't understand at first. He explained. The company always has a lot of options. They can fire us and hire someone else; they can farm out our work to an outside PR firm. They can do without our function completely. What we have to do, every single day, is make all those other choices unacceptable.
That's been my mentality ever since. I must prove my value and relevance on every client engagement, on every phone call, in every meeting, on every invoice. I must remember that the client has options other than my firm. I have to offer something clients can't find anywhere else: The ability to work in areas where creativity and complexity intersect; an ability to assure relevance to the client's most pressing concerns; a focus on solving the most vexing problems; an approach to public relations and corporate communications that is unlike any other PR practitioner; and a deep desire to have enjoyable relationships with clients so that working together every day is a pleasure.
That same boss, years later, became a client. Once again he had excellent advice. "Make sure to focus on the hard jobs that other firms can't or won't do -- that will make you different." And he said these words: "Remember that people choose you because they like working with you as a person, as much as for the services you deliver."
That same boss, years later, became a client. Once again he had excellent advice. "Make sure to focus on the hard jobs that other firms can't or won't do -- that will make you different." And he said these words: "Remember that people choose you because they like working with you as a person, as much as for the services you deliver."
Over many years, this mentality (thanks Boss!) has helped me identify limitations and weaknesses in the PR field and to create a portfolio of services to disrupt the conventional PR wisdom.
A good example a business model unique in the PR field: "Pay What It's Worth."
This model wraps up everything that makes my firm different in a value guarantee that you will not find anywhere else. I put my fees in your hands, and you pay only what you think the work is worth.
That's different. And I think any other business model is just -- unacceptable.
Steve Cebalt, Problem Solver,
Highview Public Relations
"Reputation and Crisis Management"
(260) 471-5870 e-mail: info@highviewhelp.com
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