Yves Romestan joins ComCorp as executive VP

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Communications agency ComCorp has appointed Yves Romestan, the Walgreens Boots Alliance global comms chief, as its executive vice president.

Alongside Charles de La Rochefoucauld, the agency’s chairman and founder, Romestan will oversee the entire scope of its communications, media and opinion offerings. He will also play a key role in the agency’s international development.

“The appointment of Yves is a fantastic opportunity for our agency, its customers and our people,” said de La Rochefoucauld. “His international experience, his expertise in communications, his knowledge of worldwide companies, his projects approach and his dynamism and energy will undoubtedly be winning assets for our business.

“He comes on the eve of a new critical strategic phase that we will be embarking on with the ambition to accelerate our growth and rapidly become the benchmark agency for the image and reputation of corporations and their brands”.

Romestan added: “I am greatly looking forward to joining this promising communications agency and closely working with Charles de La Rochefoucauld and the team to make ComCorp a very unique business and a magnet in our industry.

“Charles is a true entrepreneur, driven by a strong vision, real passion, and great values. The roadmap that will drive us in the coming years is ambitious, challenging, but stimulating and exciting.”

Ketchum: Measurement keeps PR at the top of the marketing mix

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Erin Salisbury, senior project manager at Ketchum Global Research and Analytics, says PR measurement is essential for identifying the best opportunities, optimising campaigns and demonstrating success to clients.

How far would you agree that PR measurement is the key to proving the value of earned media and driving industry growth?

PR and communications measurement is definitely important. But in today’s disruptive environment, we need to take the measurement of several channels into account when we are evaluating in order to really prove the value and effectiveness of the work we do.

There’s an ongoing discussion of how we can prove ROI for comms activities, particularly when our media-buying friends have the tools and technology to do so at the click of a button.

We have to continue to educate PR professionals on the best ways to measure, and why it’s important to ensure they are continuing to get a seat at the strategy table alongside all the other marketing disciplines.

What role should measurement play in identifying the best earned media opportunities for your business?

I think there’s a huge role for research and measurement to play in identifying the best earned media opportunities for business.

By looking at performance of content on a specific topic, within a specific industry, or about a brand and its competitors, we can understand what worked in the past.

Pair that with some more advanced analytics and statistical modelling and we can make recommendations based on data and science that will provide clients and teams with the best opportunities – and forecast the potential change these strategic decisions can make for the organization.

Conducting research and utilising data should be the first stop in each PR campaign in order to plan strategically and bolster the chance for campaign success.

How greatly can companies improve the performance of their comms programmes by leveraging data, analytics and measurement insights?

Companies can only improve the performance of their comms programmes by using data, analytics and measurement insights if they are tracking metrics that ladder up to their overall business and communications goals.

Clients often ask us to use data and analytics after their campaign is over to prove success, but they’ve not set any benchmarks or clearly outlined what they set out to achieve. This makes it difficult for us to understand what “normal” looks like, and it’s therefore extremely tough for us to evaluate if the campaign over- or under-performed.

We’d never counsel clients to report just for reporting sake.

Measurement and analysis is only effective if we are looking at metrics that matter and can tell our clients how their comms activities hit their target audience and made them engage or activate in the desired way.

Historically, measurement has been something PRs do retrospectively after a campaign has finished. How far would you agree that incorporating measurement into your campaigns from the outset can yield better results?

It’s extremely important to track, measure and analyse data for campaigns throughout their duration. Doing so allows us to optimise and course-correct based on what we’re seeing, which ultimately allows us to yield the best results possible on behalf of our clients and avoid having to explain why something might not have worked after the fact.

At the same time, the deep-dive measurement and analysis at the end of the programme is also still extremely valuable, as it gives analysts the time to sit with the data, interpret it at full-scale, and provide actionable recommendations that can help drive success in future comms activities and programs.

Driving growth with PR measurement

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W Communications signs Mark Perkins as executive creative director

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W has appointed Mark Perkins, the man behind the acclaimed NHS ‘Missing Type’ blood donor campaign, to the newly created role of executive creative director.

Perkins (pictured, left) will arrive from MHP Communications where, as creative director, he played a key role in earning more than 75 awards. These include three Cannes Lions, six PR Week awards and PRCA Campaign of the Year in 2014 and 2016.

His stand-out work includes the ‘Missing Type’ appeal in 2016, ‘Perfect Mum’ for Baby Dove, and ‘Christmas Tinner’ for GAME.

He will lead W’s creative department in a move that reflects the growing priority W clients such as Unilever, Major League Baseball and Levi’s place on the creative thinking behind their PR campaigns.

“Mark and I began our careers together 20 years ago and have remained great friends ever since,” said Warren Johnson, W’s CEO and founder. “I’ve admired his creative career and ambition from afar. So, it’s fantastic to be reunited – hopefully with fewer hangovers than in the 90s.”

Perkins added: “My ambition is to help create industry-leading and disruptive campaigns. Work that raises the bar, creates fame and blurs the traditional boundaries between PR and advertising. I can’t wait to get started.”

Johnson concluded: “We’re increasingly acting as the lead creative agency for our clients, and bringing in someone of Mark’s calibre is an important step – in nurturing our existing talent, increasing our creative firepower, and winning more creative awards.”

Clarion wins LighterLife Fast brief

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Weight loss brand LighterLife Fast has appointed Clarion Communications to oversee consumer and trade comms for its LighterLife Fast and Light Bites brands, following a six-way pitch.

The six-figure contract will see Clarion support the UK roll-out of Light Bites, the company’s first move into the healthy snacking market. It will also raise awareness of LighterLife Fast as a “simple and easy weight loss solution” among target consumers.

Clarion has been briefed to evolve the brand and drive sales through celebrity endorsement, news generation and media/influencer sampling. It will target coverage in fashion and lifestyle press and drive advocacy among lifestyle influencers.

Lucy Swan, managing partner at Clarion Communications, said: “We’re thrilled to be working with LighterLife Fast and look forward to bringing our wealth of lifestyle and wellness experience to both brands.”

Stacy Cronly-Dillon, LighterLife Fast’s brand manager, added: “We’re delighted to have Clarion on board. The team’s expertise and enthusiasm shone throughout the pitch process, and their plan included strong news hooks and creative campaigns which we felt would engage media and inspire consumers alike.”

China Airlines appoints Rooster PR

Rooster oversees China Airlines’ UK return

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China Airlines has appointed Rooster PR to handle PR and digital comms ahead of its return to flying in and out of the UK. It has also hired Aviareps as its UK General Sales Agent.

Rooster will manage the airline’s press office and will promote the new service through traditional and digital media campaigns.

The carrier will begin a non-stop service between London Gatwick and Taipei Taoyuan from Friday 1 December, its first UK flight for five years.

Roger Han, senior vice president, Europe at China Airlines said: “Following an extensive search and selection process, we’re delighted to have chosen Aviareps and Rooster as our agency partners in the UK. I’ve no doubt that their support will ensure that China Airlines’ return is an unparalleled success.”

Rooster’s managing director, James Brooke, added: “Adding China Airlines to our growing portfolio of airline clients is a real coup for Rooster. We’ll be combining our sales-focused digital campaigns with creative media engagement to build the airline’s brand, and help put them on track for long-term success in the UK market.”

Global Women in PR 2017 survey

Opinion: Equality still a long way off for women in PR

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Angela Oakes, joint president and co-founder of GWPR, reveals the results of its 2017 survey and outlines what must be done to achieve equality for women in PR.

The results are in for the 2017 Global Women in PR survey and – surprise, surprise – they paint a bleak picture of the way women are treated in our industry.

On average, men in PR still earn £4,572 per year more than their female counterparts. The gender pay gap is highest at the top, with men in senior roles are more than twice as likely to earn upwards of £113,700. Most tellingly, 78% of CEOs in the top 30 agencies are male.

This, in spite of the face that women make up two thirds of the entire global PR industry! You would expect that if any industry could offer men the same opportunities as men, it would be this one. So what is it that’s holding women back?

A path to equality for women in PR

While there are no quick fixes to systemic problems like this one, this year’s GWPR survey does shed light on some of the key issues and gives guidance on what needs to be done.

The first challenge is confidence. Twice as many women said they were “not confident” asking for a promotion or pay rise, compared to men surveyed. And when asked if they would reach the top of the career ladder, far more men (28%) believed they would “definitely” get there than women (18%).

At the same time, a high proportion of women said it would be too difficult to juggle the demands of a boardroom position with their home and family commitments.

Global Women in PR 2017 survey

The gender pay gap in PR

We know that gender stereotypes are determined at a young age and there are social implications to this. But one part of the solution is surely mentoring and training women to build their confidence. Learning from other women who have made it to the top can help enormously in developing the right attitudes to leadership.

This is why we are launching a new global online training course with ICCO/PRCA next week – Stepping into Leadership.  Included are the tales of three women at the very top of the PR profession who tell their story and give advice.

The GWPR survey, conducted by our research partners One Poll, also revealed a clear desire for more flexible working hours.

Over half of respondents believed they could do their job just as effectively if they didn’t have a fixed workspace. What’s more, 81% said they felt they would be just as effective if they could choose their own work hours.

Because of 24/7 communications and the ability to stay connected almost anywhere in the world, the PR industry needs to ditch the traditional 9-5 working day once and for all. Not only will this represent a shift to a more modern way of working. It will also help women manage their work and family commitments more effectively.

Taken together, these initiatives are a step in the right direction. We can address the gender gap and keep talented women within the PR industry. A balanced boardroom makes sound business sense. Together, we can make it happen.

Global Women in PR 2017 survey

The GWPR survey revealed a desire for flexible working

Tamarind Wilson Flint Lucre director

Lucre to help launch Beyond Escapes

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New travel company Beyond Escapes has appointed The Lucre Group, following a competitive pitch process, to help promote the brand ahead of its UK launch in December.

Lucre will help to raise awareness and provide other marketing activity ahead of the launch, including media blogger and influencer engagement, site launches, news campaigns and social media support.

The brand is set to open its first experience-based destination near Totnes in December, while its flagship location in Pickering, North Yorkshire will open next year.

Sarah Hanson, marketing director at Beyond Escapes, said: “The team at Lucre has captured the uniqueness and excitement of this new brand perfectly. Their creativity and passion shone through as did their approach to garnering insights and translating them strategically into a cohesive plan.”

Tamarind Wilson-Flint, Lucre’s co-owner and director, added: “This brand perfectly complements our existing travel and leisure portfolio but offers something totally different in the market.

“With the company yet to launch, it’s an exciting time to come on board and help shape the brand as it comes to life.”

  • Pictured: Tamarind Wilson-Flint
Jim Hawker, Threepipe

Opinion: Why PR should embrace SEO insights

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Jim Hawker, Threepipe’s co-founder and owner, says acquiring an SEO firm transformed his agency and argues that all PRs should inform their content strategies with data-driven insights.

It’s just over a year since Threepipe acquired an SEO agency to work alongside its PR and paid media teams. From my perspective as a PR person, it’s been a hugely interesting and challenging year in learning how PR and SEO teams can work well together.

We have enjoyed some great success in terms of creating joint campaigns for the likes of Lloyds Pharmacy, 888 and Jack Wills. But there have been challenges along the way too.

To rewind slightly, the reason we acquired a SEO agency was to accelerate our digital PR capability and offer clients a channel that works hand-in-hand with paid search.

We had tried to send people on SEO training courses in the past, but felt that it was such a technical and analytical discipline that PR people don’t naturally have the skillsets that lend themselves to becoming SEO proficient.

That has certainly been proven to be the case. Our new SEO team is highly data literate and uses a very different suite of products and tools that require specific training. The language, the reporting formats and the greater focus on delivering incremental benefits that improve client bottom lines (rather than softer metrics) are very apparent.

We deliver better value to clients with SEO insights

Having 20 SEO team members in the office has been hugely helpful to the PR programmes we are running. They have improved our ability to use Google Analytics in the setup and measurement of campaigns. Plus, they have greatly informed a lot of our content planning across the year for media and social channels, based on greater use of search trend insight.

Our content creation is now also more firmly aligned with commercial opportunities through new channels, such as voice. For one fashion client, we are currently ranking number one via Siri search, which is delivering such high value. This wouldn’t have been possible in the way we previously went about our business.

It hasn’t been easy, though. To collaborate on campaigns, we have to bring together PR and SEO teams that often speak completely different languages. Part of my role has been to try and act as an interpreter, so both teams can understand how to work together and where each can add value.

The opportunity is huge. SEO is growing fast and the PR industry has a lot to contribute and gain by being part of it. But in order to do so, agencies and in-house teams will need to start hiring people with different skillsets – rather than simply hiring people from other PR agencies.

Velcro Companies hires Tristan Peniston-Bird

Velcro Companies appoints new chief corporate affairs officer

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Velcro Companies has appointed Tristan Peniston-Bird as its chief corporate affairs officer.

Based in London, Peniston-Bird will work closely with the company’s regional businesses and senior leadership team to “build and strengthen global stakeholder relationships and help realise the business’s ambitions”.

He was most recently global financial service company Euroclear’s head of communications and marketing, as well as a managing director. Peniston-Bird has also held a number of corporate, financial and crisis communications roles across Europe, Asia and North America.

“I am very pleased to welcome Tristan to Velcro Companies,” said Fraser Cameron, CEO and president at Velcro Companies.

He added: “Tristan is a seasoned leader and corporate communications expert and, with broad experience across the private and public sectors, he brings expertise in reputation management, stakeholder engagement, media relations, and risk and crisis management.”

Cameron concluded: “I look forward to his contributions as Velcro Companies continues to celebrate the past while bringing the Velcro brand into a brave new world.”