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FleishmanHillard Wins at PRWeek U.S. Awards 2020

July 31, 2020

ST. LOUIS, July 30, 2020 — FleishmanHillard received recognition for outstanding client work with United Nations HeForShe Movement at this year’s PRWeek U.S. Awards.

The global public relations and marketing firm earned the Best in Global Effort award with FH4Inclusion pro bono partner, United Nations, for the “More Powerful Together: Shining a New Light on the HeForShe Movement and Gender Equality in the #MeToo Era” campaign.

Winners were announced during the first-ever virtual PRWeek U.S. Awards ceremony on Thursday, July 30.

View the complete list of winners here.


Five Generations, One Workforce: The New Normal of Office Culture

July 30, 2020

When: August 5, 2020, 2 p.m. EST

Where: Webinar

Register here for this Reuters webinar

The way we work is being reimagined around the world. Along with office culture changes come ramifications for employees of all ages, companies and society as a whole. Panelists will examine the new workplace norm, including the shift to remote work, an increased focus on inclusivity and belonging, and much more.

FleishmanHillard’s Emily Graham will participate in this Thomson Reuters webinar discussion, along with other industry-leading executives. Together, the panelists will discuss the impact of the new normal of office culture, especially within multigenerational companies.


On the Record with Annika Harris: A Personal Perspective as a Black Woman in Journalism

By Caitlin Teahan

‘On the Record’ is a series where we sit down with our colleagues and friends who are often at the receiving end of our pitch emails – journalists. We will be tackling hot topics, learning and growing from their perspective and thoughtful advice.

In this post, Caitlin Teahan interviews Uptown Magazine’s Digital Content Director, Annika Harris around what it means to be a Black woman in journalism in a time of great social change. Additionally, Annika discusses the larger cultural and social changes taking place that impact day-to-day interactions with colleagues and peers. Their candid Q&A session took place at a safe distance (via video chat), as at the time it was conducted, New York City was still on a shelter-in-place order.

Caitlin Teahan (CT): There has been a lot of change that has impacted the journalism industry in the last few months, the pandemic and our recent social justice movement, specifically. How has this changed your relationship with PR professionals and day-to-day work?

Annika Harris (AH): I’ve noticed a few publicists that I work with regularly have been more considerate – they try not to inundate you with pitches and have been sending out general emails to check-in to see if you’re accepting pitches. I saw some of those when the pandemic started, but I think now they’re even more aware of it. I actually had an instance where I was flabbergasted and I was going to respond to the publicist. She reached out because she was representing a DVD vending machine brand – by the way I’ve never worked with her – and sent me a list of their ‘Black DVDs.’ It was just so obvious from the titles she picked that she didn’t even research what Uptown Magazine was about because it wasn’t geared towards a Black audience. For example, they were movies we had seen already or were movies that really don’t resonate with us. You can’t put films on a list like this just because they have a Black cast in the movie poster.

I ended up just like not even emailing because I didn’t want to scold her. I did take a look into her firm and it was a small boutique firm, with no people of color on the staff and I realized, well, that kind of explains why this happened.

Also, there’s this attitude or this feeling within the Black community that certain movies aren’t necessarily made for us though it might be an all-Black cast. Maybe if they had somebody who was Black on their team, they would have come up with a better list. Some advice –  don’t go and put Black actors into a search engine or use the ones on the poster because they seem popular. That isn’t doing the research. That’s been my experience and if they just spent 30 seconds scrolling through Uptown Magazine it will give them an idea that say, a pitch about Reese Witherspoon might not resonate. I mean, I love Reese Witherspoon, but I’m not going write about that. This was kind of par for the course before –  people not really doing their research. I think as far as blogs that I read, everybody’s saying, ‘we’re going to feature Black-owned businesses’ and you’re kind of thinking, ‘OK, is it just for this moment or is this going be like a lasting change?’ You know?

CT: Have you seen any recent positive developments that pertains to journalism since the social justice movement took off?

AH: I think there’s more of an understanding of not just looking at the surface of what’s happening. There’s violence, but people are realizing there’s more emotion and history behind the anger that you’re seeing expressed, so I think they’re covering it in a broader way. A lot of that has to do with people no longer ignoring what is happening since it keeps getting caught on video.

CT: How have the relationships you have maintained with PR professionals changed over the past few months?

AH: I don’t think they really have. There is more of an understanding that there’s big news happening. So, you can’t necessarily write about shampoo the day you had planned to. It’s a little bit more hands-off and more letting the stories happen and develop. As things progressed, I haven’t been getting too many general fluff pitches. And that’s good. It’s interesting because with people not being able to travel like we used to, it seems Black travel writers are now opening up about the experiences they have had that might have had racial undertones and stuff like that. I wonder if it’s because we can’t travel that they don’t fear retaliation from brands as deeply. It’s not like you’re going to get canceled off a press trip for speaking your mind… because there are no press trips going on.

CT: Let’s talk about vernacular. Changes in language that have been around for a while are now seemingly more mainstream from capitalization of certain words to labeling. What are your pet peeves when it comes to things like this and do you feel that any terms are still misunderstood?

AH: Yes. For me, I don’t necessarily identify as African American. Because I don’t know where in Africa my people came from. I mean, I have an overall connection because I’m part of the African diaspora, but I can’t pinpoint it. The closest for me would be Caribbean American but as you know, I was born here. So, I identify as Black and sometimes there’s this attitude around why I would want to be identified as just Black. Maybe there is more of a comfort in calling people African American? But then you get into the issue of well, what if they’re from Canada? Or somewhere else? How do we go about all of that? I mean, I tend to use it interchangeably. If I get copy where the person who wrote it uses ‘African American,’ I won’t take it out because, you know, that’s how they identify. But I have definitely been seeing an increase in capitalizing the word ‘Black.’ I’ve been doing it since high school and that’s one thing I always do change when I am editing.

I think sometimes there’s a generalization with the phrase ‘people of color.’ It’s like a whole blanket statement but we don’t all necessarily think as a monolith. In a way it is kind of lazy at times to use and I’ve been seeing Black Indigenous People of Color lumped in with Latinx or Asian people, which is crazy. I don’t know what the alternative would be besides specifically listing out everybody, but maybe that’s what it has to come to.

CT: Do you feel there is a level of discomfort when it comes to using certain words to self-describe?

AH: Black has always been considered a negative, right? There’s only one instance of the word/color black being a positive in like English language. When your money is in the black. So, I think a lot of times, non-Black people can’t understand why you would want to identify with a ‘negative.’ It also brings up the Black Power Movement, the civil rights movement, America’s racist past, but if you just make it a blanket like ‘African American,’ then you don’t have to kind of confront those things. In our history, we lost our culture. All of those things happened and I don’t think it is just an American thing to have a negative connotation or discomfort. I have been in meetings with a major European airline that was trying to get more Black people to visit Scandinavian countries because we spend however many billions traveling. In the meeting, he just couldn’t understand that we identified as Black or Caribbean American. Or if you want to get really specific, we’re St. Lucian American. But Black is just fine!

The discomfort made it harder for us on the trip. If a publicist plans out this whole trip for us to experience this place and wants us to tell our readers, who are Black, to come visit a country that isn’t racially diverse, let the merchants and the hoteliers know we’re Black. Don’t let it be a surprise when we get there, because then it puts a little negative smear on top of the trip before you even get started. But, he didn’t understand. He felt that to tell the merchants and hoteliers would be racist. But we want to avoid an awkward interaction that might come across as racist and make us uncomfortable, you know? It’s funny because none of us were contacted again after that meeting, which is pretty interesting.

CT: Do you feel that brand investments in Black audiences tend to be ‘one and done’?

AH: When it comes to traveling, I think everyone’s realized that most travelers are going for a cultural experience as opposed to just have fun in the sun. You want to explore, you want to learn something. I think in general trips are geared toward that. But I haven’t personally been on too many trips where it was mostly non-white people on the trip –  it’s been maybe one. I’m usually like a token. Which then means the trip is not necessarily geared toward what my audience would be interested in. One trip that sticks out is when I went to Nashville, which was my very first press trip and there were dozens of reporters on it. I was the only Black person and this was back in 2012. A lot has definitely changed since then, in a good way. But I was trying to express to them that going to the Grand Ole Opry was great but my readers who were into country music already know about these things. They’re not looking to Uptown Magazine to educate them about that. They want to know where Black locals hang out. Finally, we did visit Fisk University’s art gallery. But a lot of times, like I said, I feel kind of like a token, but you get used to that and you’re happy to be part of the experience and everything. But sometimes, you want to remind people that we all don’t think and look for the same thing.

It has gotten a lot better. I would have to say that even before the movement kicked off, things were starting culturally mix.

CT: Why do you think there is a lack of cultural and racial diversity in the industry?

AH: I think the mentality has always been ‘well we have we have one,’ meaning me as the Black person on the trip. The brands and publicists think that one writer – that one article is going to reach the millions of Black people. Crazy. But it is everywhere. I was on a press trip to Antigua and Barbuda, which is where my family is from. There were three Black people on the trip and one Eastern European woman. She got the better accommodations in this Black country, on this Black island. It turns out that she was really a “press trip crasher” and not a real journalist. We get double- and triple-checked to make sure that we can offer some value to the brand. But then you have people who aren’t even up to the caliber of getting these luxury trips or these luxury experiences, but nobody is checking on her.

CT: What would you say, from your personal perspective, has been the biggest challenge when it comes to being a part of the journalism industry as a Black woman?

AH: Well, I kind of knew what the world was going be like because, even though I did my grad school at CUNY, the City University of New York, out of a class of 100 people only about 13 of us were non-white. The professors weren’t that diverse either. So, you kind of had this idea already about the industry and of course they were always pushing mainstream media like The New York Times. It was a situation where we realized we’re all not going to go get hired by The New York Times, so you have to put value in other things. After that, I interned at Entertainment Weekly (EW), and that was just…wow. I think I remember maybe two other Black faces on the entire staff other than mine. But thankfully there were instances where, because of how I carried myself, people didn’t all automatically assume ‘Oh, she’s just an intern.’ I remember an instance when the Sex and the City movie was coming out EW was doing a whole package. Myself and another intern had to pick up and return props from the TV show. The other intern was younger than me and a white woman. We were pretty cool, but she always kind of had these little jabs at me. I don’t think those were microaggressions, I just don’t know what her deal was. But I dressed pretty smartly at that time and she kind of dressed a bit bummy and when we had to go drop off the props to the photographer, they all automatically assumed EW had sent a writer or an editor –  me. They just treated me so much better, for lack of a better phrase, because of how I dressed, how I presented myself, so I don’t think there’s racism throughout – not in every person anyways.

But it’s still kind of disheartening at times when you’ve been invited to a private event and it’s either somebody that you’ve had an email relationship with, but you’ve never met each other, or the people who are doing the guest list or something, and you walk in, the first thing they say is, ‘Oh, it’s a private event.’ And I think, ‘Yeah, I know I’m on the guest list.’ Why would you think I’m not invited into this space? It is annoying. You could be dressed perfectly, completely fit the professional world and that’s still the reaction.

CT: What concerns do you have in terms of working with brands?

AH: Sometimes brands don’t want to work with a Black publication because it isn’t big enough. Which then creates these darlings of the industry that are always invited to everything and don’t necessarily allow for others to be engaged. An audience might not be as big, but it shows the laziness of the industry. It’s easy to pinpoint these people huge publications but what about deeper reach?

CT: Do you think some of it involves the framing of the outlets to the brands, for example, instead of labeling an outlet as a Black or Latinx publication, it should be labeled general women’s interest or whatever the corresponding vertical is?

AH: I think that’s a good idea. Not only does it exclude Black writers from telling a specific story that maybe might not have a ‘Black theme,’ it also assumes that white writers don’t want to tell the story. Listen, I understand everybody can’t come to the party, but leave it up to the journalists to decide for themselves whether this is a story that interests them or that their readers will be receptive to. But let’s not start telling Black stories to Black journalists because Black History Month is coming around. You have to mix it up and tailor every pitch as you would with any journalist.

CT: What haven’t we covered that you have been thinking about lately?

AH: It’s been interesting to me to see all of the editors who have had to resign because they weren’t creating environments of inclusion and instead made toxic environments for non-white people. I wonder what happens for them next. Are they going to go somewhere and put in the work to educate themselves as to what inherent bias they might have? Are they going to be bitter that they were fired or embarrassed or knocked down off their kind-of high horse? I have a joking theory that they’re going to band together and form a magazine and it’ll be nothing but Black people and non-white people working for them so that no one will ever say they created an exclusionary environment.

People who do these negative things need to realize that it’s easier for their company to put out a statement that they don’t support any kind of racial bias or discrimination and fire them before they’ll defend their actions even if it is a company where this attitude is fostered. These are brands that tell employees to check the Black guest or follow around the Black shopper or whatever it is. It’s still a hell of a lot easier for them to get fired if they’re caught. So why put yourself in that position?

Overall, the changes are interesting … how quickly laws have been passed and murals have been put up in my neighborhood because we’re all like in a pandemic and have nothing else to do. I guess it’s more of a question of how long-lasting are these effects and the answer is, we won’t know until we have to live it.

CT: Thank you for your candor, Annika!


9 Tips for Better Video Meetings

As video-conferencing has fast become our new norm across work and social life, we whipped up a couple hard ‘n fast protocols to make it a better experience for everyone. Welcome to the new-age netiquette of everything gone virtual. […]

The post 9 tips for better video meetings appeared first on South Africa.


How to ‘Build Back Better’ When it Comes to the Employee Imperative

July 28, 2020
By Faith Howe

Responsible employee messaging has never been more important

The tragic and despicable deaths of Breonna Taylor and George Floyd, together with the devastation of the COVID-19 crisis, have sparked a revolution that is taking hold across the developed world. A revolution that calls for the reevaluation and dismantling of the systems, authorities and hierarchies that have taken hold in society creating deep inequality and injustice.

Organisations now have an immediate choice to make. Become leaders in this revolution or lose relevance and equity in a new normal where only by taking positive action can we meet the heightened expectations of customers, employees and stakeholders. Expressions of solidarity and support are simply no longer enough.

In this emotive and highly charged environment, the already established links between employer brand, company brand and corporate reputation have become even more pronounced. As organizations take steps to ensure the safety, well-being, equality and inclusion of their employees, as well as their commercial futures, the threat of whistleblowers, employee activists and trial by media — not to mention trial by tribunal — are all too real for those that misstep when it comes to their authenticity and their duty of care.

This is putting the efficacy of company values, ethics and purpose to the ultimate test. For organisations where these amount to little more than carefully crafted straplines, they’ve served only to highlight the gulf between positioning and reality. But for others, with strong leadership and embedded values, they’ve served to guide actions that will ultimately prove differentiating when it comes to talent — and brand equity — in the months and years ahead.

Change is happening on every level

While there’s higher order change in the making, we also can’t ignore the fact that on a practical level the COVID-19 crisis has freed organisations from long-established working norms, that maybe in hindsight were holding them back. Technology naysayers have been disproved in a world where it’s technology that is enabling human interaction, not threatening it. And innovation has helped drive efficiency at a time when no one can afford waste — least of all employees who in many cases are juggling challenging home circumstances, as well as their work.

Of course, forward-looking organizations are not just evaluating their successes in the context of crisis management, but recognizing that new ways of working will have positive business impact in the long term. The breaking down of silos, a renewed sense of focus and greater agility are benefits of the new ways of working that have materialized for businesses in different ways.

So, as we emerge from this period of extreme challenge, emotion and uncertainty, what are keys to ‘building back better’ when it comes to the employee imperative? 

Firstly, being deliberate about reshaping your future as an employer. Our research showed that as a result of COVID-19, a staggering 91% of employees want their company to take a fresh look at culture, values and purpose to reflect new expectations. The rules have changed, and so it’s time for the playbooks to be rewritten. This means it’s critical to see the next phase as we return to the workplace and ‘reopen,’ not just as another operational hurdle to clear, but as the first step on a journey towards a better future.

This starts with deep introspection to identify and address the barriers to diversity, equal opportunity and inclusion that will exist overtly or covertly within every organization, to varying degrees. And recognizing that this work is never done.

Next, it’s about understanding the changed expectations of the workforce, establishing a new north star and articulating ambitions that will resonate with employees and galvanize people behind a fresh sense of meaning and direction.

Finally, once these intrinsic needs have been met and employee trust is truly established, exceptional organisations will have the opportunity to capitalize on momentum to accelerate business transformation. The situation has forced operational change, and 83% of employees now appreciate new ways of getting things done remotely, compared to the way they were done before.

Employees and leaders have had to let go of a previous reality and in many respects people’s resilience and ability to adapt has proved out. The ‘future of work’ trends that have been creeping upon us for decades have come to pass in a matter of weeks, and now, getting in front of change and owning it will define success as businesses target recovery.

There are real reasons to be optimistic, therefore, about the significant role that employers can play in establishing a better future that transcends their own organizational boundaries, but the challenges are also significant. As we look forward, it’s exciting to imagine the possibilities for realizing human potential that could emerge out of these awful human tragedies. But, as ever, it will take enlightened organizations with exceptional leaders to really take such big leaps and, most importantly, see them through.

Read more from FleishmanHillard’s Recovery and Resurgence Communications: what tech sector pros need to do now report here.


Diversity, Equity and Inclusion for Media Relations

July 27, 2020

When: August 6, 2020, 1 p.m. EST

Where: Webinar

Register here for this Muck Rack webinar

As PR professionals and journalists look to incorporate impactful and lasting diversity, equity and inclusion (DE&I) initiatives, organizations must reconstruct their internal and external efforts to drive change, starting within.

FleishmanHillard’s Emily Graham will participate in this Muck Rack panel webinar with Angela Chitkara of World in 2020, Sade Muhammad of Forbes (client), Jennifer Choi of Craig Newmark Graduate School of Journalism, Tai Wingfield of United Minds and Justin Joffe of Muck Rack. Together, they will explain how media organizations and companies can enact long-term and meaningful DE&I strategies. Specific discussion topics will include how to pitch and market stories for diverse audiences, hire and retain diverse talent, and demonstrate DE&I efforts with transparency and accountability.


Hidden Depths — The Impact of COVID-19 on the Pharmaceutical, Biotech and Devices Industries

By Mark Senak

The COVID-19 pandemic is shifting gears and with it, the ways in which we cope and respond. We are moving from an initial state of surprise, fear, consternation and a general lack of knowledge to an evolving understanding of consequences of the pandemic in our lives —that we are going to have to adapt to several unpleasant realities both as a society and as individuals and that the stakes are long-term. From this developing understanding, there are some clear implications for the pharmaceutical, biotech and device sectors as the COVID-19 pandemic continues. In the most recent survey conducted by FleishmanHillard TRUE Global IntelligenceCOVID-19 Mindset: The Collision of Issues —there are glimpses into the changes that people are experiencing in their consumption of healthcare services, and the impact that has on medicines and ultimately the pharmaceutical, biotech and device industries:

1. People Are Settling into a Lower Level of Access to Healthcare — In the beginning of the pandemic, FDA announced that it was “postponing” meetings. There was a clear implication of a “wait-and-see” approach to ascertain if circumstances might allow for in-person meetings later in the year. But under current circumstances and high transmission rates in the U.S., people are understanding they are in this for the long haul. That means that the initial downward spiral that was seen in the consumption of healthcare services will likely continue. In fact, the survey seems to confirm that. U.S. respondents are now estimating that a return to normal would take at least 29 weeks. Moreover, nearly half (48 percent) thought it would take from five months to more than one year. That perception will likely inform their behavior and healthcare access approach with nearly half (47 percent) saying that they will likely postpone routine doctor visits or elective procedures in the next 12 months. That may be good news for insurers, but not for healthcare systems of manufacturers of medicine.

2. Ongoing Financial Impacts Are Likely to Affect Care — As the July report from Families USA affirmed, over 5 million Americans have so far lost their insurance due to their loss of employment. With the current increase in cases, the economy will continue to be hindered, thereby making it likely that this number will not get better and may even worsen. In addition, there were impacts in specific regions and states where the rate of loss was much greater than others which would likely inform the future consumption of healthcare services and prescription medicines. The FleishmanHillard TRUE Global Intelligence Survey found that 58 percent of U.S. respondents stated that they either do not have enough money or have just enough money to pay monthly expenses and half stated that they have cut back on expenses – a behavior that they see continuing in a post-pandemic world. These financial realities inform pharmaceutical sales as well as the scope and presence of emerging need for patient assistance programs that may be needed to help patients get access to prescription medications. It is noteworthy that in the survey when asked why they were postponing doctor visits most people indicated concerns about safety, but nearly 1 in 5 said that they could not afford it and 14 percent said they no longer have insurance due to unemployment.

3. Expectations of Industry is High; Confidence Not So Much — The TRUE Global Intelligence Survey sought to ascertain how institutions are performing with respect to COVID-19 and perceptions about how committed these institutions are in doing the right thing. In the first round of the COVID-19 survey questions published in May 2020, 64 percent of U.S. respondents thought the pharmaceutical industry was doing excellent/great/good in their response to the pandemic, a number that increased to 69 percent in this second round survey and ahead of corporations more generally. It is possible the increase in regard for the industry is a result of the highly publicized efforts involved in vaccine development. However, when asked how committed the pharmaceutical industry is to do the right thing, only 29 percent of respondents gave high marks. How the industry executes on the vaccine promise may in turn influence the perception of commitment. Companies will be pressed to show they are committed to the right thing through the regulatory process and in issues related to access to any vaccine developed.

4. A Vaccine Will Help, But Not Solve the COVID-19 Issues — As companies race to develop, test and get regulatory blessing for a vaccine, consumers do not perceive it as a singular solution. While just over half (57 percent) of U.S. respondents said that a vaccine will end the threat, over one-third of respondents said that the end comes when there are either no more infections or there are medications that can effectively address symptoms. In short, while vitally important, it may be equally important to put the spotlight on what companies are doing to shore up testing and treatments for COVID-19 in addition to vaccine development. This may be particularly true given recent reporting from The New York Times citing a growing number of polls that report a high level of distrust respecting a vaccine casting doubt on a willingness to accept any new vaccine for COVID-19.

In short, there is a lot being demanded of industry both in terms of action (finding a safe and effective vaccine) — and expectation (that once found, access will not be an issue). This is happening at a time when it is likely that sales of existing medicines and the launch of new ones will be less financially rewarding in the past as people put off care either because of safety or financial concerns. Last year, prior to the emergence of the pandemic, a Gallup poll found the pharmaceutical industry held in record low regard at the bottom of U.S. industry rankings. In the midst of the pandemic and in between the demands and expectations of industry, there is opportunity for change.


“What Next?” A Perspective on the Next 90 Days

July 24, 2020
By Geoff Mordock

The current combination of severe uncertainty and unrest around health, economic, social and political issues present the most complex communication environment we have ever experienced. Companies, brands and institutions of all kinds face unprecedented operating pressure, organizational uncertainty and relationship destabilization, all leading to serious reputation and brand risk. New surges of COVID-19 infection in the U.S. and other countries, actions related to racial equity, the ongoing global economic shock and investment market volatility, and the crisis-atmosphere around the upcoming U.S. presidential election create more variables to consider than before. And those variables span local dynamics, diverse perspectives, “cancel culture” rampant in social media and bias of traditional media sources.

Amid the doom and gloom, the lines of communication are open and information from companies, brands and influencers is in high demand, so reaching your audiences the right way at the right time is critical to navigating the next 90 days. The biggest challenge is that the decisions on whether and how to communicate also must be made faster and more accurately than in the past.

Communication success during this time requires:

  1. Staying closer than ever to news events and anticipating the impact on employees, partners and customers/consumers
  2. Tapping data to look back in order to anticipate what comes next
  3. Scenario planning with the goal of moving quickly when the opportunity/need arises

Reevaluate Now

If there’s a time to reevaluate, it’s now. Plans developed several months ago lack the context and learnings of recent weeks. They need to be revisited. The environment and expectations of core audiences have changed. New information is being made available constantly. The pandemic is an evolution, and communications programs and responses need to evolve accordingly. Anticipated organizational events and even public holidays present new challenges and take on new meaning now. As you consider plans for the next 90 days, here are some key dates to keep in mind:

Upcoming Points in Time

  1. July 31: Employment/furlough relief expiration (“Income Cliff”)
  2. Aug. 8: PPP expiration
  3. Mid-Aug.: Back to School begins
  4. DNC (Aug. 17-20) and GOP (Aug. 24-27) conventions
  5. Aug. 28: March on Washington
  6. Labor Day: Election season kickoff; labor actions
  7. Sept. 30: Federal budget expiration

While this isn’t an exhaustive list and your respective industry may have other events that could be of similar importance to your organization, it’s best to take some time to evaluate how you should prepare for any events that could put you in a situation where you need to respond.

Outside of planning for the next 90 days, it’s also a good time to ensure that your current communications plans account for the latest issues and considerations of your stakeholders. Check out our Top 10 Considerations of things to be thinking about.


Cheers to Success! An Award-Winning Wine Campaign with SuperValu

July 23, 2020

Our dynamic brand marketing team was proud to be a winner at the recent Public Relations Consultants Association Awards for Excellence in PR on behalf of SuperValu’s Whispering Angel Valentine’s Day campaign. […]

The post Cheers to Success! An Award-Winning Wine Campaign with SuperValu appeared first on Ireland.


How to Virtually Close the Client Relationship Gap

By Charles Rathumbu

In the past few months, we’ve all seen major changes within industries, especially the communications field. There’s been a shift from relying on physical interactions to virtual ones including meetings, conferences, and events. […]

The post How to virtually close the client relationship gap appeared first on South Africa.