PR’s RESCUE ACT
Rezani Aziz argues that most organisations stand to benefit from having
dedicated public-relations teams. Yamini Sequeira is persuaded.

Q: How has the public-relations profession developed in Sri Lanka?

A: Whilst it has developed somewhat, there are many local companies in the public sector which have still not realised the importance of strategic communications. Many of them feel that public relations is needed only to manage a crisis – usually, in its aftermath. However, a few corporates commission public-relations agencies on an ongoing basis, having realised the need for sustained reputation management.

In Singapore, every government institution has a team of public-relations specialists. In this sense, we still have a long way to go before we reach that level of enhanced public relations. In Sri Lanka, the multinational companies have introduced professionalism by the manner in which they conduct their public relations. Today, we are conducting media-perception audits and other scientific surveys that were unheard of a few years ago. Our learning curve has been steepest in respect of managing issues and crises.

Q: Do you feel that, sometimes, sound public-relations strategies are abandoned in favour of advertising?

A: Yes, that is a reality in Sri Lanka. But the fact remains that there are some categories of business that could thrive on public relations alone. A focused public-relations plan can be a much more reasonable proposition for smaller companies. The public sector, especially, could benefit immensely from a dedicated public-relations team that manages perceptions in the national and international contexts. Sectors such as tourism, defence, traffic management and other public services or utilities could benefit from strong public-relations teams, to help them manage perceptions amongst the media and the public.

For example, the recently introduced uniflow traffic system would have received a more positive response from commuters if its introduction had been better managed in the media by a public-relations team.

At a workshop on issues and crises held overseas recently, it was demonstrated how the tourism authorities in Thailand handled the aftermath of the tsunami and persuaded tourists to return to the country. The authority hired a specialist public-relations team the very next day after the disaster. It took the Sri Lankan tourism authorities four months to take the same step! Dedicated public-relations teams offer the expertise of a strategic thought process that helps organisations gain credibility.

Q: How much value can a public-relations team add in the event of a crisis?

A: A well-thought-out public-relations plan can divert, say, anger and frustration away from the organisation – allowing it to bounce back into its previous credible position without unnecessary delays. The team can also manage the perceptions of the media and the public, resulting in minimal long-term damage to the company’s reputation – but this has to be a long-term exercise.

Hiring a public-relations team after the crisis has taken place – and while the media glare is increasingly focused on the company – will not be as effective. There needs to be a process of continuous image building so that in the event of a crisis, there are damage-control mechanisms already in place. 

 The interviewee is PR Director of Rowland PR,
an arm of Batesasia Strategic Alliance.