One question that people often ask me is how to choose a PR company. Here are some tips of factors that I would advise you to consider:
Track record Important, but don't be misled. What you want to know is the track record of the people working on your account, not what the company's achieved (the people who did it have often long since departed). Questions to ask include:
How well do they know your industry sector?
Have they won any major industry awards?
What major achievements can they point to?
What range of skills and experience do they offer?
Organ grinder or monkey? Don't be too impressed if the managing director turns up to pitch for your account. His or her impressive blue-chip, award-winning background will be of no use to you if you'll normally be dealing with juniors. Make sure the team that pitches is the team that works for you.
Qualified professionals Check out the professionalism and qualifications of the team. Gone are the days when public relations was about a journalist having G&Ts with an old chum. Today you want to know if your consultant is a member of the Institute of Public Relations. Does he or she have a PR degree or a CAM diploma? Unless the person heading the team can say yes, then say good bye.
What’s the damage? PR companies usually charge for 'disbursements' and 'bought-ins'. These are essential to the campaign, but before you start you should be told what the likely cost is? It's also useful to find out exactly how it charges for its time. Some agencies have different charges for senior and junior consultants but it may be better to have different rates for the type of work being done. For example you shouldn’t pay as much per hour for a simple news release that could be done by a junior exec as you would for strategic advice that must be done by a senior consultant, nor should you expect to pay the senior consultant’s rate to complete a simple job that should have been done by more junior person.
Here today, gone tomorrow? Public relations companies have notoriously high staff turnovers. Ask what the firm is doing to retain staff. A good firm will offer things flexible working, off-the-job training, and profit sharing incentives in order to retain the best staff. If the people on your account are changing frequently then you will spend too much of your time bringing them up to speed.
It’s not size that matters A small consultancy can be just as good if not better than a big one. Ask yourself is it better to be the important client of the small consultancy or the forgotten customer of the corporate giant? Remember you’re the one paying the bill for the plush city centre office, the big name chairman you never see and don’t need and the hordes of staff who don’t even work on your account. Any small firm worth its salt can rapidly scale up to handle large projects by using trusted freelances and partners without you needing to foot the bill for premises, people and services you’ll never use.
Been there, done that Relevant experience in your sector is very important. But it's not the be all and end all. You also need to look at transferable skills and experience. They don't need to have worked in exactly your sector before. In fact often it's a benefit if they haven't as you want them to provide a new solution that meets your requirements, not one they've plucked off the shelf and used before.