| Conclusions
This study is unusual among studies of public
relations practice in that it has drawn on the views of Chief Executives
- major clients for public relations services -rather than relying
on practitioners' view of public relations. From them, we take the
following conclusions
- Public relations is valued, and in the current
environment, it is recognised that the practice has important
contributions to make to the organisations, their success and
performance (mission critical).
- Measuring the value of public relations is
dealt with intuitively, or through acceptable proxy measures.
Arguing for a demonstrable ROI would be helpful but is neither
demanded nor expected.
- Contributions from public relations improve
decision-making, help organisations avoid difficulties and meet
responsibilities. They also strengthen reputation, and help senior
management improve capabilities in managing relationships and
communication.
- CEOs and Chairmen consider that managing reputation
falls under their responsibility and that the reputation of the
CEO is an important factor in overall corporate reputation.
- So far as managing their company's and their
own reputation is concerned, CEOs are now increasingly under the
spotlight and increasingly need first- class PR support.
- Public relations can enhance but cannot create
reputation. Organisations have to live the reputation they want
to have. The CEOs role in managing reputation can help drive increased
discretionary effort from employees.
- Public relations can make a contribution to
corporate strategy and influences strategy in the context of key
relationships. The main role is in public relations being able
to provide intelligence from critical audiences that enables top
management to make better quality decisions.
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