Time for PR firms to rethink their role: Partner with journalists, not just please clients

New Straits Times

7 hours ago

TOO often, public relations (PR) firms measure success by the number of press releases they push out, rather than the impact those releases generate.
The real question should be: how many of these stories gained meaningful traction?
In today's information-rich environment, journalists aren't looking for corporate fluff- they are seeking stories that matter to the public. It's time that PR firms stepped up as partners with journalists in shaping those narratives.
Most press releases aren't used because they fail to address what readers or investors care about.
The routine release of financial results, often one among hundreds, rarely generates newsroom interest. What matters is where the company is heading, how it plans to get there, and why that journey matters to investors or the public.
Worse still, after consultants spend considerable time drafting and redrafting these releases, journalists often bypass them in favour of the mandatory filings submitted to Bursa Malaysia.
While technical, these filings are at least clear and factual, enabling journalists to extract key insights and craft accurate, meaningful stories.
In contrast, many press releases produced by consultants are dense, filled with jargon, and lacking narrative clarity, making them more confusing than useful.
Yet, some consultants still return to their clients claiming that their releases secured media coverage, when in reality, journalists relied on the company's official filings.
This disingenuous practice creates a false sense of success, masks poor communication strategies, and prevents real improvement.
It reflects a deeper issue: a culture of performative PR, where appearances are prioritised over substance.
Such practices not only mislead clients but also erode the purpose of public relations - to provide transparent, strategic communication that builds trust with stakeholders.
If consultants continue to take credit for work they didn't meaningfully contribute to, they undermine their own credibility and the client's relationship with both media and shareholders.
Partnering with Journalists
Instead of just stating, "Company Y had invested RM30 million in a new factory in Melaka, ask what this means for the future capacity of the company.
How will this reduce costs and lift margins, and where would these excess capacities go, fulfilling local demand or higher export earnings?
A well-structured advisory coming from a consultant or company gives journalists a good hook to report with depth and relevance.
Or in the case of a company that has been struggling for a long time and has the share price coming under immense pressure.
A standard PR response would be to simply highlight the divisions that are profitable or say that its X division is ramping up production. This does not say the whole story about the company.
A better narrative would be to highlight the divisions that are not profitable with a clear recovery plan, such as "Despite recent headwinds, we have initiated a recovery plan for our retail division, focusing on e-commerce expansion, improved loyalty programmes, and data-driven inventory management. Early signs point to a stronger performance by early next year."
Consultants must understand that that blind focus on positivity without acknowledging challenges leads to credibility gaps.
When things are going badly, PR firms should not hide the negatives but rather help their clients communicate a solid turnaround strategy.
A struggling company with a compelling recovery plan can be more attractive to investors than one that claims everything is fine while the numbers say otherwise.
Journalists aren't looking to regurgitate press releases - they want stories that answer: "Where is the company going? What traction does it have? Will it create a shareholder value? These are the angles that capture attention and influence market perception.
This is where PR consultants must step in by parcelling the company's positives and providing clear forward-looking narratives for the journalists.
A consultant that understands the company' strategy and frames it meaningfully would allow journalists to report with depth and accuracy.
Unfortunately, many consultants take a passive approach, waiting for media queries instead of shaping the story.
This leaves journalists scrambling for clarity and often turning to Bursa filings instead leading to missed angles, unclear reporting, and a poorly informed investing public.
It is incumbent upon the consultants to anticipate what journalists need and deliver well-packaged, strategic stories that would improve media coverage of their clients, build credibility and boost shareholder confidence.
It's a win-win for journalists, consultants and the company they represent.
Ultimately PR consultants and journalists must work collaboratively, not in silos.
The goal should be a shared one: to present the company's story in a way that is truthful, insightful and valuable to the investing public.
This collaboration can only work if the clients themselves take an active role by ensuring that consultants are not just generating publicity but helping the client enhance their shareholder value through strategic and transparent communication.
This would entail involving the consultant early in business planning, granting access to key insights and expecting more than just press releases - they should demand thoughtful, investor-orientated narratives that project both current realities and future potential.
Only then can the company's true value be communicated and ultimately realised.
*The writer holds an MBA from the University of Strathclyde in the UK, awarded under the prestigious British Chevening Scholarship. He has extensive experience in the financial markets and a strong foundation in management education. Having worked as both a PR consultant and a journalist, he brings a rare dual-perspective, grounded in the practical demands of newsroom realities and strategic imperatives of public relations.