Failure of international campaigns are usually laid fairly and
squarely at the door of international PR groups or networks, and there
has been much debate whether a loose affiliation of agencies can provide
sufficiently coherent support, or whether it is safer to invest in the
services of a wholly owned group.
But now a recent poll by Edelman of 70 its senior consultants, passes at
least part of the buck back to the client. The two main reasons quoted
for failure of international campaigns were poor communications between
agencies and internal politics between local managers at client
companies and their headquarters.
Many of the problems encountered by agencies in terms of delivery of
service, boiled down to the issue of client briefings. While a central
office might have grand plans regarding a global rebranding, local
offices have their own territory to protect. As highlighted in the first
best practice debate (17 September ), the first priority for any PR
consultancy must be to secure a well researched brief from the client,
and to refuse to be fobbed off with unrealistic objectives. What holds
true for domestic work, is doubly so for international accounts.