The burgeoning consumer PR market of the last 20 years

We probably don’t talk about it enough but we’ve all benefited from the increased depth and breadth of public relations which has developed over the past 20 odd years. This change has probably been most vividly illustrated in consumer public relations. Which is why it's going to be so interesting to talk to today's guests: Charlotte Brooks MD, Mischief and Dan Deeks-Osbourn, head of strategy, Mischief as we compare consumer PR now, to 20 years ago, when Mischief was born.Mischief is one of a small band of consumer PR shops in London that have surfed the wave of creative and cultural relevance for the last 20 years. Current clients include Samsung, Just Eat, Eon, Ocado and Coca Cola. Currently 35 people work at Mischief and it is part of the MHP Group. On the show this week we talk about the evolution of consumer public relations and strategies for sustained agency success.Before we start, do check out our next PR Masterclass: AI in PR. Here are the themes:Is AI making PR more efficient, but less effective?What are the AI implementation trapsWhich media titles control ChatGPTWhy AI is winning the copyright warWhat is PR’s Missed AI OpportunityWhy AI means that you will need to redesign your PR team's workflowHow newsrooms are using AIHow are in-house PR and comms teams using AI?Check out the full speaker line-up on  https://www.prmasterclasses.com/masterclass/pr-masterclasses-ai-in-prHere is a summary of what Charlotte, Dan and PRmoment founder Ben Smith discussed on the show:What was consumer PR like 20 years ago? And how does that compare with consumer PR today?Is what made a consumer PR firm great 20 years ago, still the same today?Is consumer PR more powerful now than in 2006?Why are PR budgets not increasing in line with the increased depth and breadth of work?Why PR makes marketing distinctive.Why is most consumer PR bought by CMOs? What happened to the in-house PR managers/directors? How has Mischief managed to keep itself relevant as a consumer PR for 20 years?What's the secret of client retention for PR firms?What will consumer PR look like in 20 years time?Evolution of PR landscapeModern public relations requires integrated multi-channel strategies rather than legacy media coverage focus. Effectiveness is now proven through sales impact rather than outdated metrics.Strategy in AI eraAlgorithms and Large Language Models demand clear messaging and constant, always-on creativity. Teams must balance generalist account management with specialized expertise in content and data analysis.Agency growth and retentionLong-term client retention relies on consistent impact and transparent partnerships. Agencies must reject complacency to maintain creative standards while expanding influence within broader marketing departments.

A PRmoment Podcast discussion analysing Sir Keir Starmer's failing leadership.Starmer's leadership critiqueAngie Moxham and Mark Borkowski identify poor messaging and lack of decisiveness as fundamental failures in Starmer's administration. Leadership weakness is exacerbated by Machiavellian advisors and poor personnel choices.Political succession forecastAnalysts predicted brutal local election losses and a potential leadership contest between Miliband and Rayner. Burnham remains a viable alternative but lacks immediate procedural positioning.Authenticity and system futureSuccess requires charisma and accountability, qualities deemed lacking in current political leadership. A likely end to the 2-party system, threatening future governance stability as a hung parliament is predicted for the next general election.

Today we’re chatting to Zeno’s Sarah Ogden and Thomas Bunn about its Clarity 2030 report. The report identifies a fundamental shift in the PR sector suggesting we are moving from the "Information Age" (where PR focused on distribution and volume) to the "Intelligence Age" (where PR must focus on strategic counsel and business outcomes).The report suggests PR has a Readiness Gap - in essence it is saying that currently public relations does not possess the skills required for the future this report predicts.This is a study across N America, Europe and Asia.Before we start, do check out our next PR Masterclass: AI in PR. When I put together the speaker lineup for PR Masterclass: AI in PR, I make sure we invite speakers who are actually doing it. Not just talking about it.Check out the full speaker line-up on  https://www.prmasterclasses.com/masterclass/pr-masterclasses-ai-in-prHere is a summary of what PRmoment founder Ben Smith discussed with Sarah and Thomas on the PRmoment podcast:What is PR’s readiness gap?What are the skills PR people have, and what are the skills the Clarity 3030 report predicts PR people will need? And what are the skills people with therefore no longer need in PR, according to this report?What are your other top 5 findings of the report?In the report it predicted 40% of current people working in PR will leave the sector. What was the justification for that prediction?What were the main geographical differences coming through in the report?How does Clarity 2030 view the evolving role of agencies in the PR ecosystem?Likewise, how does the report predict the role of the in-house team will change?The report suggests AI will automate the tactical 'heavy lifting' by 2030. If the tasks juniors traditionally use to 'cut their teeth' disappear, how does Zeno—and the wider industry—plan to train the next generation of strategic advisors who have never had to do the tactical groundwork?Top FindingsThe Strategic Pivot: By 2030, "Media Relations" will no longer be the primary KPI for top-tier PR. Instead, Strategic Counsel and Reputation Risk Management are cited as the top priorities for business leaders.The Talent Mismatch: There is a significant lag in "Business Acumen." The report finds that while PR pros are excellent at storytelling, they are often unable to speak the "language of the boardroom" (finance, operations, and data analytics).SummaryMeeting discussions analyzed the PR sector readiness gap and the necessity for strategic business advisory evolution.Industry Readiness Gap ChallengesThe PR sector faces a significant readiness gap, with 29% of professionals feeling unprepared for the shift toward strategic advisory roles. High-pressure environments and insufficient investment contribute to projected talent departures.AI Integration and SkillsCommunications teams are pivotally involved in AI adoption, yet lack necessary internal tools. Prioritizing emotional intelligence and creativity remains essential for overcoming the deprioritization of traditional tactical skills.Strategic Evolution of RolesAgencies must transition to providing deep business intelligence while in-house teams adopt strategic growth advisor positions. Training programs require fundamental restructuring to emphasize critical thinking alongside AI literacy for junior talent.

Welcome to the PRmoment podcast and on the show today we’re chatting to Jim Donaldson about the news that WPP might sell Burson.Previously Jim was CEO UK and Middle East at Fleishman and held senior roles at both Weber Shandwick and Hill & Knowlton. He is now a non-exec to a raft of independent PR firms including Woodrow, Schon&Co and Matlin PR.Before we start, don't miss our new PR Masterclass: AI in PR.Check out the full speaker line-up at  https://www.prmasterclasses.com/masterclass/pr-masterclasses-ai-in-prAt PRmoment we usually let these industry navel gazing moments go, as most of the time, the news has been widely covered elsewhere but I’ve found the level of paranoid PR commentary linking PR's future to the Burson deal pretty nauseating.I get the need for self appointed PR thought leaders to feed the algorithms but much of the analysis of this potential deal seems ill informed.PRmoment founder Ben Smith put this alternative scenario to ex WPP and Omnicom executive Jim Donaldson about the reasons behind WPP’s plans to sell Burson:WPP needs to grow.It still has quite a bit of debt (total net debt £2.17 billion) and its revenue has decreased in recent years. Sources: https://www.spglobal.com/ratings/en/regulatory/article/-/view/type/HTML/id/3530066 and https://www.fidelity.co.uk/factsheet-data/factsheet/JE00B8KF9B49-wpp-plc/financialsCirca 84% of WWP's revenue comes from ad agencies, which it now calls its Global Integrated Agencies. PR is 9%. (including Ogilvy PR and Burson.) https://markets.ft.com/data/announce/detail?dockey=1323-17477290-1Q8TEVR2NNFQVT91FOUCPOQ2BFAd agencies' market has been decimated by the social media owners and they are petrified about what AI is likely to do to their business models.None of the WPP board have any PR experience, and frankly, they've got bigger problems right now. https://www.wpp.com/en/about/our-leadership/the-wpp-boardBurson is a potentially salable asset and WPP can then use those funds to invest in the renewal of its main source of revenue - advertsing agencies.Here’s a summary of what Jim Donaldson and PRmoment founder Ben Smith discussed:Does Jim agree with our alternative hypothesis to the reasons WPP might sell Burson?Jim identifies the "huge market shifts" impacting the marketing holding groups currently.Was WPP always a reluctant PR firm owner? Many of the deals where Sorrell acquired a PR firm, included a larger ad agency and the PR firm was a much smaller part of the deal.How salable is Burson as an asset? Does it have growing or declining revenues?Jim describes the holding groups as “a side show” to the most important, mainly positive trends happening in PR at the moment.

This week's PR News review covered Donald Trump's foreign policy, the resulting and global chaos before moving on to disucss NASA's Artemis mission for its public relations.Trump's foreign policy rhetoricMark Borkowski and Ben Smith centered on whether Donald Trump's actions were aimed at selling war or peace?Borkowski argued that Trump failed in the propaganda war with Iran by not achieving a clean exit.Global vulnerability, the Axis of chaos and increased defense spendingParticipants discussed the global chaos caused by single figures and the growing vulnerability to modern warfare. Governments need to communicate the necessity of a stronger defense, possibly through increased taxation or fund reallocation away from welfare and health.NASA's Artemis mission PR masterclassNASA’s Artemis mission to the moon was praised as a PR masterclass due to its precise choreography and positive global impact. The mission served as a strong beacon of positive human ingenuity and counter-narrative to political chaos.It also served as a "reminder to us all of when America used to have a more positive role in the world."Melania denies Epstein rumoursBorkowski and Smith discuss why Melania Trump felt the need to make a statement denying rumours she had any connection with Epstein, when there were no rumours she had any connection with Epstein!

SummaryThis PRmoment Podcast discussion with James Thomlinson centered on the theme of agency paralysis within the PR industry due to economic pressures and the increasing complexity - of both the PR market and the PR agency business model.Agency paralysis discussedJames Thomlinson argues that agency paralysis is a trend within the Public Relations industry caused by increased simultaneous pressures and the extensive number of required leadership decisions. These decisions cover flexible working policies, AI platform adoption, strategic sector choices, and new offerings for the business.AI and decision-making frameworksYour profit and loss statement is the critical starting point for agency decision-making, covering revenue and cost sides, with workplace culture and client management following. Agencies should analyse all business functions to determine where AI is applicable, selecting tools that improve efficiencies and free up time for strategic or creative tasks.Agency Model Polarization PredictedThe PR industry is predicted to polarise into 2 main types of agencies due to AI influence: agencies providing platform access and agencies focused on superior culture and original strategic thinking. James Thomlinson believes a 15% profit margin for PR firms is now considered good, and 10% revenue growth is the target for top-performing agencies.

Welcome to this special podcast to celebrate the shortlists for the PRmoment Awards.In this show we're going to be talking in detail about the shortlist for the PRmoment Awards in London and we'll be talking about the shortlist for the North next week.On the show today we're going to be discussing the shortlist, talking about which firms were shortlisted the most and revealing some new data highlighting some of the extraordinarily high cumulative average category score for this year's PRmoment Awards.Don't miss out on your charts to attend the PRmoment Awards in either Manchester or London or even both if you fancy. Will and I were the chairs for two of the five streams for the PRmoment Awards judging day,  so we get a great insight into the work that's happening in UK PR and we're hopefully in a decent position to offer a behind the scenes view on that judging day and what we saw and how competitive it was in many of the categories.Important to note that host Ben Smith or Will Hart get a vote in the PRmoment Awards judging process. Who wins is entirely down to our wonderful judges.London Awards Ceremony , Park Plaza Westminster - Thursday 16 AprilManchester Awards Ceremony, Manchester Hall - Thursday 30 AprilMost Shortlisted AgenciesAnalysis of the London event shortlists showed W Communications, Hope&Glory, and The Romans topping the list, indicating breadth of high-standard work across these agencies. Being shortlisted is considered a significant achievement given the intense competition and high judging standards for all campaigns submitted.Judging Process ReviewThe judging process involves individual prescoring, followed by group discussion across 5 streams, which determines the final winners. Criteria are weighted across 6 areas, including objectives, strategy, creativity, implementation, results, and evaluation, ensuring a consistent and transparent evaluation.Emerging Award CategoriesNew categories introduced this year include Generative Engine Optimization Campaign of the Year and Pro Bono Campaign of the Year, reflecting the evolving PR sector and acknowledging previously unacknowledged work. 

Welcome to the News Review on the PRmoment podcast. In this weekly show I’m joined by Angie Moxham and Mark Borkowski.In the PR News Review we look at the biggest news stories of the week from a PR perspective. This week, we're talking about Huw Edwards' publicist Barry Tomes leaving GMB hosts Susanna Reid and Ed Balls speechless, what to expect from Meta and Google as social media gets its Big Tobacco moment and whether new BBC director general Matt Brittin has the hardest job in media.Tickets for The PRmoment Awards are now available for both London and Manchester, go to PRmomentAwards.com to grab your tickets.Huw Edwards' Publicist BacklashThe panel expressed shock and disbelief over Barry Tomes' appearance, agreeing that his highly visible and unprofessional interview set the PR industry back. Mark Borkowski called the attempt to resurrect Edwards’ career equivalent to trying to float the Titanic.Big Tech Accountability ForecastDiscussion covered the potential 'big tobacco moment' for Meta and Google, which was considered long overdue, having been predicted 10 years prior. Mark Borkowski anticipates Big Tech will employ a 'responsible product defense' strategy rather than using the exact big tobacco playbook.New BBC Director GeneralThe panel agreed that leading the BBC is the hardest job in media, with Angie Moxham confirming that Matt Brittin is a sensible choice. Brittin’s background from Google is expected to apply a different, necessary lens to the organization, which is currently often viewed as being in a 'slow motion crisis'.

Our March review highlighted a resilient M&A market and increased pitch activity with specialist agencies dominating wins.Pitch and M&A Market HealthThe PR pitch market is good with high agency confidence, but client decision-making timelines are lengthening, creating a sustained grind. The M&A market is robust, demonstrating strong resilience with high demand for specialist, technology-driven agencies, particularly from US buyers.Major PR Wins SecuredMultiple high-profile pitch wins were announced, including Edelman securing Vista Global and Mischief winning Schweppes' global creative strategy. Hope&Glory's Wagamama win reflects a trend of PR firms successfully competing for social and influencer mandates against specialist social agencies.Strategic Agency AcquisitionsSeveral major acquisitions reinforced the demand for specialised capabilities, with Parity acquiring One Strategy Group to enter the US corporate advisory space. Publicis acquired AdgeAI, an AI-powered analytics platform, reinforcing the industry's focus on technology and predictive performance insights.

Host:  Will Hart, dean of school, PRmoment LeadersFeaturing:Victoria Usher, CEO and founder, GingerMayDavid Phillips, co-founder and CEO, PangolinThis is a special one-off edition of the podcast, hosted by Will Hart who heads up the PRmoment Leaders programme.  Joining Will are Victoria Usher and David Phillips, both founders of successful independent agencies operating for over 10 years and specialising in separate sectors (respectively, GingerMay in b2b and Pangolin in consumer). Both are also on PRmoment Leaders as it approaches the second anniversary in May.The discussion began with Victoria and David reflecting on what they know about leadership today that they did not know when starting their agencies.  They also explored their key relationships within their businesses, David’s with his co-founder Will Cookson and Victoria with her team lead now by Amy Lawrence.  They discussed the key attributes required of agency leaders, including decisiveness especially when pivots are required of the business.They also explored how their time is most effectively used, including the split between current operations, client revenue and future-focused business strategy.  Other key topics covered included how to properly delegate and empower your agency teams and the critical importance of getting hiring right.The podcast concluded with Victoria and David sharing their thoughts on what they’re enjoying most and taking away from their participation in the PRmoment Leaders programme.DETAILSWelcome and Context: The discussion was framed as a special one-off edition of the PR Moment podcast, with Will Hart hosting because May marks two years of the PR Moment Leaders program, providing a timely opportunity to reflect on leadership. Victoria Usher is the founder and CEO of Ginger May, a B2B specialist agency started in 2010 with 35 employees, and David Phillips is the co-founder of Pangolin PR, established around 12 to 13 years ago, with approximately 25 employees.Reflecting on Early Leadership Knowledge: When asked about what they know about leadership today that they did not know when starting their agencies, Victoria stated she initially knew nothing about leadership and that the reality differs vastly from the initial fantasy. She likened running an agency to having children, emphasizing that it is a constant, difficult job with a multitude of decisions. David concurred, describing his journey as a steep learning curve since leaving his roles at Freud's as junior account directors.The Co-Founder Relationship: David detailed the evolution of his working relationship with co-founder Will Cookson, noting that while they are close friends outside of work, they maintain a necessary professional distance during the intense work week. They find that their personalities complement each other, enabling them to quickly reach decisions without major disagreements, attributing this success to mutual respect. Will observed that many successful independent PR agencies are co-founded, acknowledging Victoria's "extreme bravery" in founding Ginger May alone.Challenges of Being a Solo Founder: Victoria admitted that the benefit of a partner is discussing nuanced business issues, as she previously had to manage problems alone, which was a "visceral" experience when your livelihood is on the line. She confirmed the difficulty of solo-founding and advised others to adopt David’s' co-founder model. Having a trusted managing director, Amy Lawrence, has since provided a partner in crime, marking a significant turning point for the business.Leadership Decisiveness: Will suggested that decisiveness is often sought and respected in leadership roles because agency professionals are commonly criticized for being poor at making quick decisions. David confirmed that quick