Heard recently in Brussels:
A senior public affairs professional was hoping to convince a bright young graduate to join his agency. She had just completed a round of placements at several communications agencies that were part of the same larger holding company. Being very talented, she had the pick of the bunch. But she was torn between a marketing agency and our friend’s public affairs agency.
He gave her a call to seek to persuade her. “Name your dream client”, he asked. “P&G”, she replied. Makes sense: big budgets, iconic brands. At which point he asked her: “what would you rather do for P&G: sell detergent, or defend their right to exist?”
Now clearly, Mr Public Affairs was selling his discipline and agency, so the bravado (or breath-taking arrogance) should be seen within that context. He is bright enough to know that not all public affairs is quite so existential as defending a license to operate. And that marketing is about building markets, without which there is no business. Hence a tad bigger than “selling detergent” implies.
Nonetheless, his question does reflect where some public affairs practitioners believe they sit in the hierarchy of communications disciplines. Which is a shame, as they are less likely to think that they can learn from others, like marketers.
So what do marketers tend* to do better than public affairs practitioners?
* We’re generalising here: there are plenty of poor marketers and impeccable public affairs practitioners.
Ask a public affairs professional what their objective is and they’ll invariably give you ten. No one can meet ten objectives. Their output will reflect those ten objectives. Diluted and confusing, it is less likely to work. Marketers are taught to narrow down on a single-minded proposition: the one most important characteristic of their product or service, and to build their communications around it. Many marketers ignore this tenet, while others have a poor proposition, but generally, they’re better at it than public affairs folk.
Follow a rule-book (roughly)
The practice of marketing is more codified than public affairs. There is a rough rule-book of best practice which people follow, just about. Sure, some follow it badly, and others follow an outdated rule-book, but by and large there is some method to the madness, be it: following a process from market analysis through to execution; defined roles and responsibilities; measurement tied to ROI. Most public affairs professionals, however talented and successful, will have their own definition of public affairs and take on how it should be done. Which means there is no general acceptance of what best practice is. Cue: unnecessary disagreement on process, and poor practitioners getting away with delivering bad work because the bar has not been set high enough.
Outcomes over outputs
Marketers who fail to help sell their product will be out of a job. Most public affairs practitioners will keep their jobs even if they fail to meet the public policy objectives they have been set because their ‘outputs’ are in themselves quite challenging. The following can quite easily be sold as results in themselves: developing relationships with important policy-makers; building coalitions with organisations who are not necessarily friendly; staying on top of complex policy developments and ‘translating’ these for the business; producing meaty positions. Might some public affairs professionals be more successful if they were more accountable for a genuine end-goal, like (most) most marketers are? Probably.
Seek to understand target audiences
Public affairs professionals spend too little time figuring out what their audiences really want or need from them. How many inspect VoteWatch.eu? Or simply ask: “what would make you support us” OR “what can we do to make your life easier?” Or leverage public sentiment by conducting polling? As far as I can gather, not enough. Market/customer research is compulsory in marketing. It’s no doubt done badly in many instances, but no marketer would ever ignore it entirely.
Differentiate output depending on audiences
Following on from the previous point: some public affairs professionals fail to adapt their message to their audience. Whether speaking to a Finn or a Greek, or a left or right-wing politician, or officials with different portfolios (enterprise vs. environment, say), their message remains the same. Marketers will vary their pitch depending on where a person is in the customer journey i.e. someone who has never heard of you vs. a recent customer vs. a loyal customer will be treated differently, in terms of tone and ask. Again, plenty of marketers get it wrong no doubt, but the principle is at least pretty ubiquitous.
p.s. the clever graduate joined the marketing agency.