There was a time when it looked like virtual reality (VR) would never be able to shake its clunky image. From the release of Nintendo’s Virtual Boy in 1994 to Google’s low-price headset, Google Cardboard, it was hard to hear about a new iteration of VR without the additional point of ‘unfulfilled expectations’. Despite numerous rollouts from various tech giants promising that the next release would ‘finally’ nail VR, the technology continued to be viewed as not much more than a gimmicky gaming accessory. However, perhaps we had the wrong idea about VR all along. Instead of thinking about VR headsets as personal accessories, maybe it’s time we start looking at them as a key workplace tool?

VR’s turning point

A major catalyst for this change stems from Apple’s long-awaited entry into the VR market in 2024 with the release of the Apple Vision Pro. By prioritising user experience and allowing adjustable immersion levels, Apple addressed long-standing critiques around comfort and whether VR had any practical business use. This ability to tailor the virtual experience is a key reason for VR’s increasing use in businesses.

Transforming industries

In healthcare, VR can be used to simulate high-stakes scenarios, risk-free – allowing practitioners to build vital skills through realistic, repetitive training without jeopardising patient safety. At Great Ormond Street Hospital, the technology is being used to help train surgeons by allowing them to interact with 3D anatomical models of body parts. This is allowing surgeons to map out procedures in advance, and even direct surgeries that are taking place in different parts of the world altogether.

As digital meetings are now commonplace, many companies are looking to VR to create digital workspaces that foster an office environment for widely dispersed workers. Our client Cornerstone recently hosted a meeting in the Metaverse, enabling colleagues worldwide to meet, chat and visit their expo hall – and had a few fun extras with a dance club and spa retreat!

Immersive VR is also transforming teacher training by providing innovative tools to enhance curriculum delivery. At universities like Sunderland, education programmes are equipping trainee teachers with headsets that simulate realistic classroom environments. This allows student teachers to practise managing a virtual class and experiment with multisensory teaching methods before ever stepping foot in a real classroom.

VR finds its place in the world of work

While there are still barriers to widespread adoption – such as price and comfort – it’s clear VR has found a place in the world of work. Perhaps it’s time to reframe our expectations to stop thinking about VR as a gimmicky personal accessory, but rather as a pragmatic workplace tool. Just as with any new technology, the real breakthrough usually happens when the hype subsides, and pragmatic use cases emerge. It took a while for VR to ‘grow up’, but it finally feels like we’ve stopped imagining it as a futuristic novelty and instead embracing it as a tool for the present.

When your organisation is gearing up for a rebrand, it can feel like you’re walking a tightrope. How do you balance maintaining your current brand’s presence while preparing for a new identity? The journey of rebranding is intricate, requiring a nuanced approach to PR and communications that keeps your audience engaged and prepares them for change – all without losing momentum. Here’s how you can navigate these waters safely.

1. Maintain continuous engagement

First and foremost, it’s crucial to never hit the pause button on your PR and communications. Completely halting your outreach can cause you to lose valuable momentum and visibility. The media landscape is extremely competitive, and if you disappear from the conversation, it’s easy for your audience and media partners to forget about you. Continuous communication ensures that your brand remains top of mind, making the transition smoother for your audience.

2. Understand the rebrand is a process

Rebranding doesn’t happen overnight. It’s a process that involves gradually phasing out old elements and introducing new ones. During this period, it’s perfectly normal for old branding, messaging, and positioning to coexist with new strategies. Use transitional phrases like “Company X (formerly Company Y)” in your communications to bridge the change. This strategy helps in retaining the brand equity you’ve worked hard to build while slowly ushering in your new identity.

3. Be selective in your focus

During the rebrand, it’s wise to be strategic about what elements of your PR and communications you dial up or down. Identify aspects of your messaging that are likely to remain consistent throughout the rebrand and push these in your communications. For example, your core services, key markets, or long-standing corporate values are typically safe areas to emphasise, as they are unlikely to conflict with your new brand proposition.

Moreover, the expertise of your people—be it your C-suite, tech gurus, or industry experts—must remain a constant. Highlighting their thought leadership can continue unabated as the strength of their insights does not depend on your brand’s visual identity or tagline.

4. Prepare your audience for the rebrand

Use the run-up period to start preparing your audience for the change. This can be done subtly by starting to introduce new themes, ideas or language that will be central to your new brand. This not only sets the stage for your rebrand but also involves your audience in the evolution process, making them feel part of the journey rather than just passive observers.

Drive forward, don’t idle

Navigating PR and communications during a rebrand is less about stopping and starting and more about shifting gears. It’s important to keep the wheels in motion and use this transitional time to your advantage. By maintaining engagement, managing the transition thoughtfully, focusing strategically, and preparing your audience, you can ensure that your rebrand will not only retain the equity and recognition you’ve built but also enhance it. So, don’t let the rebrand put the brakes on your efforts; instead, use it as a dynamic runway to launch your brand’s exciting next chapter.

The first Monday in May isn’t just any old Monday. If you’re like me, you live for the thrill of staying up all night, watching celebrities pose in avant-garde haute couture. You deliver scathing commentary on off-theme attendees like you’re the editor of Vogue. You search for the story in every outfit. What am I talking about? It can only be the Met Gala.

From a reputational standpoint, the Met Gala is fascinating. A large number of people don’t understand its purpose, because the dominant focus is on the red carpet. Yet, it’s often described as the event of the year. To answer the burning question, it’s just a fundraising dinner – but how is it that an event which is often misunderstood is so coveted and highly esteemed? The answer lies in crafting a reputation based on strategic exclusivity, whilst drawing attention to fashion that is often enhanced by technology.

Is the Met Gala high fashion? No, it’s high tech

Admittedly, technology is not what springs to mind when I think of the Met Gala (Tyla’s dress crafted out of literal sand for the 2024 event, however, definitely is). But, in reality, technology has always played a role.

A few examples immediately spring to mind: the 2016 event – aptly titled “Manus x Machina: Fashion in an Age of Technology” – saw Claire Danes dressed in a ballgown that lit up in the dark; in 2019, both Nina Dobrev and Jourdan Dunn wore 3D-printed mini dresses; and this year, tech tycoon Mona Patel accessorised her gown with sleeves of animatronic butterflies – as you do.

It seems that the Met Gala isn’t just an ode to fashion. It’s an ode to technology’s influence on fashion, and it goes further than just the event. For example, the Met’s latest exhibition is highlighting how technology has been used to preserve delicate historical fashion – not to mention the creation of a customised AI chatbot courtesy of OpenAI. But whilst technology is used to help draw welcome attention, there’s no denying that the Met Gala cultivates a sense of ultra-exclusivity, and this has a huge impact on its reputation.

No paps, please

The Met Gala is both one of the most photographed events in the world, and one of the most secretive. Guests are strictly forbidden to post anything that goes on behind the Met steps, and only a handful of highly curated glimpses are presented to us via Vogue’s social media.

However, it’s no surprise that the Met Gala wants to be perceived as an exclusive event. Firstly, it exudes an obvious sense of glamour and mystery, which only a handful of ultra-high-profile people can experience. Secondly, the regular person can only know so much about the event – information is a luxury. And this is purposeful, to allow the event to remain elusive.

If every minute of the Met Gala was posted and circulated online, it would likely alter the reputation – and illusion – it has carefully constructed over the years. The reality is that it’s no different to any other sit-down charity dinner; this one just has more famous faces. So, by welcoming media attention on the red carpet, and keeping everything else under lock and key, the event’s mysterious public image stays in-tact.

So, the Met Gala’s reputation is primarily shaped by its desire to remain exclusive, but there are evidently other forces at play. The resulting impact is an interesting dichotomy, and I do wonder if we’ll ever get to see a real look behind the curtain in the future. But in the meantime, I’m already counting down the days until the next first Monday in May.

The term ‘FemTech’ was coined by Ida Tin in 2016 (Co-Founder of Clue), just eight years ago. As I write this, my Word Document doesn’t even recognise the word, giving it a firm underscore in red. So, safe to say it’s pretty new to the scene. But, like every different flavour of technology, it did not just spawn out of thin air and its roots go back a long way. In the 1800s, for instance, women began using diaphragms for contraception. And prior to this, whilst maybe the word ‘tech’ can’t be applied, there was certainly a lot of – shall we say – ‘creativity’ in how women prevented pregnancy, or encouraged it.

But today, we’re in the midst of a revolution – albeit a quiet one – of technology catered solely to women. And this revolution is broadening the conversation beyond contraception and conception. Apps like Flo, Clue and Natural Cycles all seek to help women understand their menstrual cycles and how they impact hormones, moods and energy levels. There are also mental health apps geared predominantly towards women. In turn, all of this is helping women to understand how key things like sleep, performance (whether at work or in the gym), and concentration can have peaks and troughs – bringing a new level of understanding to how the female body works. This is knowledge that we can then apply directly to how we make plans and live our lives. There’s even finance apps targeted solely at women, to help close the gap on financial literacy and confidence – straddling both the FemTech and FinTech spaces.

Of course, this industry is faced with challenges. Already, women-led startups receive just 3% of VC funding. As we can safely assume that the vast majority of FemTechs will have female leaders, it’s likely this industry will be facing an uphill battle for funding. Some may also perceive the entire notion of ‘FemTech’ negatively, seeing it as exclusive – despite it needing to be exclusive by its very nature. Finally, as these apps are rarely free, some may see it as just another example of the ‘pink tax’. The pink tax is the theory that products sold to women are marked up at a higher price – if you were to Google shampoo for men and then shampoo for women, for instance, there’s a noticeable difference in the average price. Finally, there’s also significant data privacy concerns with period-tracking apps, with plenty of room for negative press if things go wrong.

In the face of all these challenges, FemTechs need to market themselves cleverly and carefully. Their communications strategies need to take into account women (as their customers), investors (as their source of funding) and also the media (whose choice words can significantly impact their reputations). Getting this balance right and knowing what conversations to join, when and how, is going to be crucial for success.

Social media has become an indispensable tool for companies seeking to communicate with their audience. Yes, those little apps on our phones aren’t just for sharing memes anymore – they are now a powerhouse for companies trying to get their message out there.

When thinking about PR, an important part of a company’s communication strategy is how its messaging may be received across different social platforms, i.e. can anything said be misconstrued, offend or come back to bite you in the a$$?  The platforms are designed to be so simple that with the click of a button, a carefully crafted statement can reach millions of people worldwide. However, the power of social media hosts a new set of challenges, particularly for the spokespeople tasked with representing their companies online. It can be a minefield!

With increased visibility comes a heightened level of responsibility. Spokespeople must be wary about the content they share on their personal channels, as their actions reflect not only on themselves but also on the company they represent – yes, even if you state on your X bio ‘these are my own thoughts, not of the company I work for’. One ill-advised LinkedIn post can quickly spiral into a PR nightmare, damaging both personal and corporate reputations.

Something that many public figures get scrutinised for is authenticity – or lack of. Authenticity is crucial for building trust and rapport with the audience, but it must be combined with discretion to ensure that messages align with the company’s core values. Before posting anything on social media, spokespeople should consider the potential impact on the company’s reputation and seek guidance from communications professionals if necessary.

And let’s not forget about engagement. It’s not enough to just throw out a few posts here and there, spokespeople have got to be in it to win it. This means responding to comments, answering questions, and showing their audience that they’re listening and engaged. This will in no time help establish a strong following.

As much as social media has strengthened companies’ ability to communicate with their audience, it has also introduced new challenges for its spokespeople. But by leveraging their personal social media channels, being authentic (but with discretion) and creating meaningful personalised posts, spokespeople can effectively navigate the social media landscape while representing their companies in a positive way.

As ambassadors for their organisations, spokespeople must understand the power and pitfalls of social media and wield it responsibly to push forward their company’s objectives while maintaining their personal credibility.

In September 2020, Wrexham AFC, a little-known Welsh football team, burst onto the mainstream when out of the blue they were bought by an unexpected duo. They were playing in the fifth and lowest tier of the English football league system at the time, having suffered decades of neglect and decline. The duo in question were world-famous movie star Ryan Reynolds, and (as the joke goes) his lesser-known TV-star sidekick, Rob McElhenney.

This month they secured their promotion to League One, their second successive promotion, putting them in the third tier and back on the map of relevance. On the pitch then, there is no denying their success. But perhaps more impressive is their explosion from irrelevance to a globally recognised football club with the world at its feet. The tremendous marketing effort, that jumped into gear the second they were bought, has been central to their meteoric rise.

From obscurity to global fame

When looking at the numbers, the growth in just those 4 years has been mind blowing. On X they have seen their followers rise from 45k in 2020 to over 580k today – an increase of nearly 1,200%. When looking at TikTok, it’s even more impressive, going from not even having an account at the time of the takeover, to having over 1.5 million followers today – numbers that dwarf many Premier League teams playing in the most-watched league in the world.

Much of this growth came from their docu-series, “Welcome to Wrexham”, which went out to audiences all over the world. This generated the club $3.2m from TV deals for the first season alone – an insane amount of money for a club of that size, given the average budget for a team for a whole year of operations is just over £2m.

The series followed all the trials and tribulations of the new owners trying to navigate the “soccer” world – from business deals, to interactions with the fans, and of course performance on the pitch. However, it was about much more than that, instead telling a compelling story of a hard-working and passionate former industrial town, bound together by their football team, dreaming of one day getting back to former glories.

It contained interviews with everyday people across the town telling their own stories and where their connection to the team fit in. In many ways it was this that the audience bought into and what made Wrexham become a globally recognised brand.

Find your story

So, what can we take from all of this? As to be fair, not many companies out there have Hollywood actors to rely on to increase their exposure – or a sport-related underdog story to get behind.

It’s all about stories.

Every company has a story that it can tell the world. This could be anything from brand stories and customer testimonials to employee stories, however what is key is to always have this story in mind and have it as the glue that sticks any comms strategy in place.

Through a story, companies can build an emotional connection with potential customers, build trust with stakeholders, and stand out from the crowd – all of which will ultimately lead to driving long-term sustainable growth and a solid reputation.

This emotional connection can be the difference between making it or not, particularly when times are tough. Wrexham, through their powerful storytelling has exponentially grown their fan base – even to the point where fans are now travelling thousands of miles to watch a game and if lucky, meet some of the players.

With this incredible marketing push behind it, and countless people buying into the prospect of their success, their momentum seems unstoppable – and we could see them back at the very top of the football world sooner than we think.

So, what’s your story?

Everyone wants to be involved in exciting and relevant conversations. Think back a time to when you’ve been with a group of friends, and they’re excitedly discussing a TV show you haven’t seen. You likely felt excluded, perhaps even compelled to watch the show just to take part in the conversation. As those in PR know well, companies are no different. Everyone wants their company to be in the limelight, so naturally, they gravitate towards getting involved with newsworthy topics of the moment.

While it can be tempting to throw your company’s name in the hat in the hope of getting the right attention and visibility, it’s important to remember that there is a danger in being involved in conversations you really shouldn’t be. While in the short-term, gaining mainstream news coverage or likes and shares on social is exciting, it’s important to consider the long-term reputational risks of straying too far from your company’s original messaging.

The allure of the headlines

Over the past year, the predominant talking point for tech companies and beyond has undoubtedly been AI. As a topic, AI is broadly covered in the news, from specific stories about regional regulations to wider discussions surrounding the technology’s ethics. While your company will likely have something to say about AI, it’s less likely that every AI story is relevant for you.

For instance, a learning and development company utilising AI in their software may be able to comment on the technology’s impact on workforce productivity but will likely want to avoid the topic of AI job displacement. It’s vital to consider the wider story implications – and how a company would be perceived in the broader context, and not just from their own perspective.

While ‘AI Washing’ specifically concerns misrepresenting a company’s use of AI technology, it also serves as an important reminder of the dangers of positioning a company as something they’re not. The same holds true from a PR perspective – the further you stray from your company’s services to focus on the latest trends, the more likely you’ll be misrepresented. Here are some questions you should ask yourself when deciding if that conversation is right for you:

  • Do we already have a perspective? – While new talking points will always crop up, if a story is relevant to you, there will likely be pre-existing content that informs your perspective. If you have to start from scratch to form a POV, it’s more likely that this is outside your company’s remit.
  • Is this a negative story? – There is a time and place for controversy, and it should probably be avoided when the story has high a degree of sensitivity. Even if a spokesperson believes they could share a POV, remember that the company as a whole will be represented – and impacted by the attention. Negative stories are unavoidable, but they should be managed with care.
  • Is this something we’re going to continue discussing? –  Establishing a company’s expertise and profile takes substantial time and in a constant state of change. Not every comment or thought leadership content is successfully picked up, but they all contribute to positioning your company as an important voice in your particular space. However, if you begin venturing into every topic that arises, you’re likely to nullify your efforts to establish your company as a thought leader. By directing efforts to topics your company will continuously refer to, you have a better chance of establishing yourself as a reliable voice.

Every company has a perspective and expertise to share, but it’s vital they are directed into the right areas. A valued PR partner can help your company discern when – and if – they should be part of a conversation. Rather than chasing ’what’s hot right now’, time would be better spent establishing a well-defined perspective and understanding where your company can offer valued insights to the press. With a clearer understanding of what your company can’t discuss, you can be more effective in the conversations you do belong in.

The recent strikes by the Screen Actors Guild‐American Federation of Television and Radio Artists (SAG-AFTRA) sent shockwaves through the entertainment industry, but their impact extends far beyond Hollywood.

The strikes began on 14 July 2023 as the actors’ union and AMPTP (the representative body for film and television studios) could not settle on a new contract. This strike also coincided with the Writers Guild of America (WGA) strike, and so Hollywood was at a standstill until a deal was finalised on 9 November. The actors were fighting for multiple changes throughout the industry, with a key issue being consent over artificial intelligence and increased residuals. AI was also a key sticking point in the WGA strike negotiations, with the eventual deal stating that it cannot be used to rewrite scripts.

But the influence of the strikes extends far beyond bigger pay checks for actors. The strikes, driven by concerns over fair compensation and working conditions, have highlighted broader issues surrounding the relationship between technology (AI in particular) and labour.

Companies across various sectors have been exploring AI applications for efficiency, cost savings, and innovation. However there’s a growing awareness of how the use of AI might be influenced by the evolving dynamics between workers and employers. Fear of job displacement and concerns over worker welfare have created a complex narrative across all industries.

The strikes, and the subsequent deal between all parties, highlight a crucial perspective: the role of AI should be collaborative, working in tandem with human capabilities rather than replacing them. Companies may find it necessary to invest in programmes that equip employees with the skills to collaborate with AI systems, ensuring that technology enhances their productivity. Different industries should use this moment to foster cross-sector collaboration. Sharing insights and best practices on AI adoption, ethical considerations, and workforce integration can lead to a more harmonious and responsible approach to technological advancement.

The ethical use of AI is a growing concern for both the public and industry leaders. These strikes further stress the importance of aligning AI adoption with social responsibility. Companies may now be more inclined to evaluate the impact of AI on their employees and society at large, taking steps to mitigate negative consequences.

The SAG-AFTRA strikes, while rooted in the entertainment industry, reverberate across sectors and countries as a reminder of the complex relationship between technology, labour, and societal values.

“Potato!”

Ah, right, my two-year old wants that mash potato she didn’t finish earlier, I better go get it.

“No, potato”, she says again but pointing at her craft box.

“Oooh, you’re asking for your Play-Doh.”

I wasn’t listening intently enough, and instead heard what I wanted to hear – her wanting more of the wonderful meal I prepared, of course!

Miscommunication and misunderstanding are part and parcel of life. They happen often, and if corrected in good time, no big deal. But what happens when there’s a communication breakdown that is left unaddressed? The relationship breaks down too.

At the end of last year, I read a WSJ article based on a report from McKinsey that revealed nine out of 10 CEOs feel that marketing has a clearly defined role at their companies, yet only 22% of marketing leaders agree. And it’s down from 31% in 2019.

This gap is significant and is likely largely down to assumptions and misaligned expectations. And why the widening of this gap? It’s been a tough economic climate and when there’s pressure, there’s more scope for misunderstanding and miscommunication.

An analysis in the report also found that “C-suite leaders, with scant to no experience in marketing, reach out to the department hoping to find growth drivers in a very mixed economy.” This sentiment is backed by the fact that only 10% of CEOs at Fortune 250 companies have worked in marketing.

The ‘understanding gap’

C-Suite leaders don’t actually need first-hand experience or an in-depth understanding of marketing operations, but the CMO does need to understand exactly what the CEO requires. And then deliver it. This ‘understanding gap’ worsens when expectations are not made clear.

An ‘understanding gap’ can also turn into an ‘appreciation gap’, and this is where frustration festers which doesn’t bode well for anyone, or the wider organisation. If a relationship isn’t based on mutual respect, then it’s not a functional relationship.

Getting on the same page

1. Listening, and I mean really listening

I will never forget delivering training on ‘active listening’ to a team member, who then said, “this is a bit basic”. Yes, it is basic, but active listening is actually harder than you think. You may believe you’re doing it by listening, staying quiet, nodding your head and maybe even repeating back what you heard. But have you done it with self-awareness and empathy, making sure to pick up on other subtle cues to ensure the speaker feels truly listened to?

You can hear, or you can actively listen. I heard potato, I responded. Had I actively listened – listening attentively to my daughter, really looking to understand what she was saying, paying attention to verbal and nonverbal cues – maybe I would’ve given her what she was asking for.

Of course, that’s not a high stakes scenario. But when the consequences are major, active listening becomes so incredibly important, not only so a situation is crystal clear in your mind, but also for trust and respect.

2. Clarifying/Replaying

Clarification is part of active listening and is the best way to proactively ensure everyone is on the same page. It’s not just about repeating back a point either, it’s about rephrasing it or re-contextualising it, or even asking further questions around it, to be certain that what’s being said is clear and understood.

And be mindful, the person you’re clarifying with may not be actively listening, so how do you navigate that? You clarify and replay in multiple ways to catch misunderstandings early. For example, in the moment or maybe after the meeting in written form.

3. Atmosphere of collaboration

Good collaboration starts with judgement-free exchanges of ideas and insights. In fast-paced environments, pausing and having moments of reflection can be hard to squeeze in, but they become an important part of staying aligned and fostering strong collaboration.

Defining clear roles and responsibilities enables fast progress in-between these moments of pause, particularly when it comes to streamlining decision-making processes. By leveraging respective areas of expertise, CEOs and CMOs combine their super-powers to drive growth, enhance brand reputation, and capitalise on market opportunities.

Effective communication is not just a matter of exchanging words; it’s about truly understanding and aligning with one another. My “potato” incident illustrates how easily miscommunication can occur even in seemingly simple interactions. However, when miscommunication happens in professional settings, the consequences can be far-reaching, leading to strained relationships and hindered organisational growth.

The worrying widening gap between CEOs’ perception of marketing’s role and marketing leaders’ perspectives highlights the importance of actively working to bridge understanding and appreciation gaps within organisations. The market is still a little volatile and now more than ever we should be investing in relationships which are critical for our organisation’s success.

We often consider translation to be at the heart of communicating across borders and Pan-European PR. You take a piece of content in one language, often English, and translate it into another – French, German, take your pick. But then, what happens when a word isn’t translatable? And what about local cultural context?

A viral clip of an Irish rugby coach leading La Rochelle through France’s Top 14 competition got me thinking about this very topic. For leaders, and the organisations that they represent, translation is often just the first step of a longer journey. So, how can tech companies build upon translation with a full-scale pan-European PR programme that truly delivers on local needs?

Take translation a step further with localisation

It’s incredibly explicit, so I won’t link the video here, but Ronan O’Gara’s Franglais team talk is one of my favourite comedic examples of the value of localisation. Despite a heavy Irish accent, he goes to the trouble of localising the most important parts of his team talk into French. These are top tier rugby players, many of whom play internationally – they probably know the English equivalent of adversaire (it’s opponent, before you find yourself on Google Translate). Yet, O’Gara makes the effort, and I’m sure he gains significant respect from the team as a result.

It’s a similar situation for Anglophone leaders and organisations looking to make their mark in a territory with a different native language. Directly translating content from English into a target language is rarely enough; linguistic subtleties and local context are crucial. For instance, did you know that in French copywriting, conclusions should avoid summarising the article, and instead bring something new to the table? These nuances may seem minor but can go a long way in winning over local audiences and journalists.

Shout about local successes

However, Pan-European PR programmes are about so much more than content. Localising press releases and thought leadership articles is crucial, but every element of reputation shaping can and should be considered.

Global organisations should consider the following to make a local impact:

  • Customer advocacy: Harnessing customer champions can be incredibly effective in winning the trust of local stakeholders. These stories demonstrate how a global brand is having an impact locally, which is especially important in European markets.
  • Leadership branding: Local executives should be seen as thought leaders in their industry, to highlight the investment that an organisation is making in a territory. Speaking opportunities at local events, establishing a consistent LinkedIn presence, and engaging with press are key elements of a leadership branding programme.
  • Consistent pan-European communications: Especially for brands launching in Europe for the first time, it can be difficult to balance the nuances of each country with regional consistency. Working with a network of local PR partners, and encouraging collaboration, can be an effective way to ensure that the overall message is never lost or worse, misconstrued.

Creativity and consistency are key

Whether you believe that O’Gara’s approach to coaching is effective or not, we can all agree that it’s creative. Stepping beyond translation to a pan-European PR programme requires similar elements: creativity, an understanding of the local context, strong leadership and PR partners on the ground.

Want to learn more about strategic communications in Europe? Read our recent whitepaper on the European tech scene to discover the growth opportunities that the region can offer.

Is it time to shape your reputation?

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