A recent analytical study has revealed that geopolitical disruptions have become one of the most influential factors shaping corporate communication and reputation management strategies, amid escalating wars, conflicts, economic sanctions, and consumer-led boycotts that have reshaped the global business environment and intensified challenges for organization.

The study, conducted by W7Worldwide Strategic Communications Agency, found that public relations is undergoing a rapid transformation toward roles more closely linked to risk management, trust building, and organizational resilience, driven by the growing need for communication strategies capable of addressing cross-border crises and mitigating their impact on corporate reputation and stakeholder relationships.

Escalating Risks

The study noted that the period between 2022 and 2026 was marked by major global developments, including the Russia–Ukraine war, the Gaza conflict, intensifying U.S.–China competition, and disruptions across the Middle East and global supply chains, prompting organizations to reassess their corporate communication and reputation management strategies. It also cited the 2026 Global Risks Report by the World Economic Forum, which highlighted continued volatility and uncertainty in the global business environment, with geo-economic polarization identified as the most likely risk (18%), followed by interstate armed conflict (14%), while misinformation and disinformation remained among the leading global threats.

Communication Messaging

With regard to corporate discourse, the study found that recent years have witnessed a shift from messages associated with growth and expansion to communication focused on operational resilience, business continuity, risk management, and trust building, alongside the growing importance of transparency, rapid response, and message consistency during crises.

Recent global studies also showed that employers continue to be regarded as the most trusted institution by the public, with a trust level of 75% despite growing dissatisfaction toward many institutions, underscoring the importance of trust as a strategic asset in protecting reputation. The shift toward resilience, risk management, and trust-building has also elevated the role of corporate communications departments in risk assessment and strategic decision-making, beyond their traditional focus on media relations and corporate image management.

Response Mechanisms

Regarding response strategies to international crises, the study reviewed several approaches adopted by global organizations when dealing with geopolitical crises, including corporate silence, neutrality, clarification, justification, apology, values-based positioning, and humanitarian solidarity related to social and humanitarian issues.

It emphasized that successful crisis management depends on selecting the most appropriate approach based on the nature of the crisis, stakeholder expectations, reputational risk, and its relevance to the organization. The most successful organizations, it noted, are those that balance corporate values, operational interests, and reputation management requirements.

Global Boycotts

The study also highlighted the growing impact of consumer-led boycotts on global brands, noting that digital platforms have strengthened consumers’ ability to influence corporate reputation and shape public discourse around companies. Recent global research indicates that a significant proportion of consumers now make purchasing or boycott decisions based on brands’ positions on social and political issues, amplifying the impact of boycotts on both reputation and business performance.

The boycotts associated with the Gaza war also demonstrated how quickly the effects of crises can shift from the political sphere to the economic sphere, as global brands became the focus of public debate and boycott campaigns across multiple markets due to digital pressure and the expansion of cross-border campaigns.

Geopolitical Reputation

In this context, the study presented a strategic model developed by W7Worldwide under the name “Geopolitical Reputation Framework,” based on five stages: early risk monitoring, impact assessment, alignment of the corporate position, corporate narrative management, and trust enhancement and post-crisis recovery. The framework helps organizations strengthen their communication readiness and protect stakeholder trust in a global environment characterized by multiple crises, while introducing an equation for measuring geopolitical reputation resilience based on four key elements: trust, transparency, responsiveness, and consistency.

Artificial Intelligence

With regard to the future of public relations, the study emphasized that artificial intelligence has become one of the most influential tools in advancing corporate communication practices, with increasing reliance on it for the early detection of geopolitical risks, digital sentiment analysis, and decision-making support. Through the real-time analysis of large volumes of data and digital conversations, AI helps organizations identify early indicators of crises before they develop into large-scale reputational threats.

Future Outlook

The study concluded that public relations is moving toward a phase more closely linked to risk management, trust, and corporate reputation, with the rise of “geopolitical reputation management” as one of the most prominent emerging trends in the corporate communications sector. It stressed that the organizations best prepared for the future are those that successfully integrate corporate communication into their risk management framework, invest in building trust and strengthening organizational resilience, and enhance their capabilities in monitoring, response, and scenario planning.

Contributed by

W7Worldwide

The second Gulf Internal Communications & Corporate Culture Research Report is now available. 

Based on insights from 170+ companies, the report provides a regional benchmark on where the real gaps are and what differentiates more effective functions. Use it to benchmark your function against the region, identify key gaps, and understand what drives stronger impact in Internal Communications and Culture.

Download the report here.

Contributed by

Sage XP

The first quarter of the year carries a different editorial energy for B2B media. Newsrooms return with fresh calendars, new targets, and a clear focus on stories that help define the year ahead. It’s a planning period, but it’s also a filtering period. Journalists are selective, and inboxes are crowded with “new year” announcements that often say very little. 

In this environment, certain types of releases consistently perform better than others. 

Fresh data and credible insight 
Q1 is when editors actively look for signals. What is changing? Where is the market heading? Which sectors are accelerating, and which are slowing down?

Announcements supported by proprietary research, new statistics, or clear trend analysis tend to stand out because they help answer those questions. Data-led releases are particularly effective when they something specific: regional breakdowns, year-on-year comparisons, or forward-looking projections. In fact, studies show that 68% of journalists prioritise pitches that include original data or research over those without. 

Generic claims about “growth” or “innovation” rarely secure attention. Concrete figures and defined insights, on the other hand, provide journalists with material that is immediately usable and relevant to their audience. 

Stories that demonstrate measurable impact 
Early in the year, there is strong editorial interest in performance and momentum. Releases that show tangible results, whether through expansion, adoption, partnerships, or operational milestones, are more compelling than broad corporate statements. 

What matters most is specificity. Vague language about success tends to feel promotional. Clear outcomes, supported by numbers or real-world examples, position the announcement as evidence rather than opinion. 

Did your customer gain massive results with your product or services? Talk about that. Case studies are also effective in Q1, especially when they illustrate how a product or service delivered measurable value. Editors are more likely to engage when the impact is visible and verifiable. 

Timely and context-driven announcements 
Timing is of the utmost importance in the first quarter. Year-end performance summaries, market outlooks, regulatory updates, and sector forecasts align naturally with editorial priorities during this period. 

Releases that connect directly to seasonal cycles or industry planning moments are easier to place. For example, financial services firms discussing Q4 transaction trends, or technology providers analysing digital adoption shifts entering the new year. 

When a story reflects what the market is already discussing, it moves from being self-referential to being part of a broader conversation. Leadership commentary that adds clarity There is also an appetite in Q1 for executive insight, particularly around forecasts and sector direction. However, commentary must go beyond general optimism. 

Strong leadership-led releases offer clear predictions, acknowledge risks, and explain implications for businesses or consumers. Journalists are looking for perspective, not repetition of widely known themes. 

A well-framed CEO or industry expert quote can anchor a story, provided it adds analysis rather than marketing language. 

Framing and usability 
Keeping aside content, structure also plays a practical role. Newsrooms operate under tight timelines, especially as Q1 builds momentum. Releases that are concise, logically structured, and supported by accessible spokesperson availability have a clear advantage. 

When key information is easy to identify and quotes are direct and relevant, the likelihood of coverage increases. 

The first quarter is less about volume and more about direction. Journalists are identifying the themes that will define the months ahead. Releases that provide data, demonstrate impact, and align with timely market conversations are more likely to shape that narrative. The rest tend to blend into the background. 

Contributed by 

Sherpa Communications

An op-ed by Kate Midttun, Founder & CEO, Acorn Strategy

Transport is often discussed in terms of scale, systems, and speed. This sector is where efficiency is paramount, and yet, with the ever-present influence of tech and automation, the role of human psychology is often overlooked. Despite automation’s takeover, transport is still a human industry. From decision-making, risk perception, to team dynamics, the role of humans within the transport sector becomes more important than ever. Among the seemingly never-ending whirlwind of tech and automation, where do humans come in, and would we ever see the human side of transport?

Demystifying a complex industry

Logistics and transport are complex by necessity. They sit at the intersection of infrastructure, regulation, technology, and national priorities. Yet that very complexity often creates distance between the industry and the people trying to understand it. We’ve seen this first-hand: organisations with world-class operations are sometimes perceived as opaque, transactional, or purely functional, not because the work lacks impact, but because the story hasn’t been translated clearly. When complexity isn’t demystified, progress becomes invisible. And when progress is invisible, the people behind it are overlooked.

Automation is changing the work, not replacing the worker.

AI and automation are transforming how transport operates where planning is more predictive, systems more efficient, and decisions increasingly data-led. But in every logistics project we’ve worked on, one thing remains constant: technology supports decisions, it doesn’t replace accountability.

People still make the calls when conditions change, manage exceptions, and be responsible for safety, trust, and continuity. When things don’t go as planned, judgment, experience, and leadership matter most.

Communication is central

Experience in the logistics sector have made it clear that humanity is an inseparable part of it. While tech will continue to evolve the industry forward, the need to communicate with clarity will only grow. When organisations are able to deliver the human impact consistently, trust builds over time. In an industry built on movement, this will ultimately drive progress and inspire action.

Multifaceted communication is essential here: it protects reputations and builds public confidence while sustaining forward movement through trust. The human side of transport may be quieter, but it’s still a determining factor. Ultimately, progress becomes meaningful when communication is crafted to make people feel understood, improving public perception and inspiring action.

Contributed by

Kate Midttun, Founder & CEO at Acorn Strategy

Led by Sage XP, the study continues the development of the first regional benchmarks for Internal Communications and Corporate Culture in the Gulf, created in collaboration with 130+ organizations across the region. 

The research provides data-driven insights into how Internal Communications and Corporate Culture functions are evolving in the Gulf, including: 
• how IC and culture functions are structured and measured 
• what drives engagement and behavior in practice 
• where gaps still exist between intent and impact 

The 2025 Gulf Internal Comms & Culture Landscape report is available to download here.
Participation goes beyond completing a survey. 
It is a contribution to how the region’s practices are understood, represented, and developed, based on lived experience rather than imported frameworks. 
Professionals working in Communications, Corporate Culture and related fields across the Gulf are invited to take part. 

To participate, contact: research@sagexp.com

Let’s continue building meaningful regional benchmarks for the Gulf together.

Contributed by

Sage XP

In about 1984 I was appointed PR Manager of the Abu Dhabi Intercontinental Hotel with the remit to, in addition to general PR for the hotel, organise the forthcoming AGCC Summit Conference scheduled for the Autumn of 1987. At that time I d not know any definition of PR so I invented my own: “I’m the person who is responsible for doing those things that everybody knows someone should do but it is not included in anyone’s job description.”

That definition served me well enough until the late 1990s when the Dubai Economic Department insisted that I had to have my own trade licence, rather than tag-on to an advertising agency, but their list of consultancy licences did not include PR. My degree was a Bachelor of Education so I opted for ‘Education Consultancy.’ However, this imprecision continued to bother me.

A few years later I read in a paper that a new Managing Director had been appointed to one of the largest agencies in Dubai. At that time I had a dining table and chairs for eight people so I invited the heads of all the other leading agencies to come to my house for dinner and to meet the newly appointed MD.

Towards the end of the evening I announced that I had a suggestion. Explaining the situation about the lack of a definition of what a PR agency does, I suggested we form an association to promote PR generally with the possibility that at some stage in the future we could get our definition of PR included in the list of categories of consultancies of the various Economic Departments of the GCC states. They all agreed.

Then something I hadn’t anticipated happened: someone suggested that I should be the first chairman. Shit! I hated committee meetings.

Thankfully someone suggested that, as we were based in the Arab world, wouldn’t it be better PR for the first chairman to at least be an Arab?

I wholeheartedly agreed, and so it was that Sadri Barrage, GM of Headline PR, became our first chairman.

Contributed by 

Jack Pearce, MEPRA Chair 2003-2005, 2007 &2008; Founder of Matrix Public Relations

Until now, data on Internal Communications and Corporate Culture has mostly reflected North American and European contexts — leaving the MENA region without local benchmarks. 
 

That gap is now closed. For the first time, leaders in the Gulf have access to real data on how organizations structure their internal communications and culture functions — their goals, challenges, tools, and effectiveness. 
 

The study covers 132 organizations across six Gulf countries, providing the first set of regional benchmarks leaders can use to design stronger, more effective internal communications and culture functions. 
 

Among the findings: 98% of Gulf organizations already have an internal communications function — yet only 27% consider it effective. The research also explores how function ownership, leadership involvement, and AI adoption shape the maturity and impact of communication and culture across the region. 
 

The research was conducted by Sage XP, a Bahrain-based consultancy specializing in Internal Communications and Corporate Culture, founded by Kateryna Byelova, a senior communications leader with over 15 years of international experience. 
 

To learn more or request a copy of the report, contact info@sagexp.com or visit 
www.sagexp.com.

Contributed by

SAGE XP

About the campaign

This second part of the series focuses on how global media is shaping perceptions of Chinese automotive brands. While Part 1 explored what consumers think, Part 2 shifts the focus to what the media is saying; who’s leading the conversation, how topics like innovation and reliability are being framed, and which brands are gaining trust and visibility across markets.

• You can download the full report here: https://carma.com/driving-change-automotive-series/
• Avail complimaentary subscription for a 1-week trial of our Insights Dashboard, click here: https://share.hsforms.com/1D_KCRF4dTu-W2-unnHQoNQ4d2kp

Contributed by

CARMA

The Kingdom of Saudi Arabia is undergoing a profound transformation reshaping its identity and global aspirations. This journey, driven by Saudi Vision 2030, extends beyond infrastructure and economic reform to include how the Kingdom communicates its story to the world. Strategic communications and public relations, more than ever, play pivotal roles in shaping perceptions, building trust, and creating meaningful connections. 

In recent years, the industry has evolved to reflect the ambitions of a nation embracing its heritage while pursuing innovation. The global campaigns surrounding initiatives like NEOM, The Line, and Riyadh Expo 2030 are a testament to this transformation. These efforts are not just about promoting projects; they are about communicating a broader narrative of a Kingdom poised at the intersection of tradition and modernity. By blending cultural authenticity with bold, forward-looking ideas, Saudi Arabia is positioning itself as a beacon for collaboration and 
progress. 

The shift from conventional public relations to strategic communications has redefined the way brands and institutions engage with stakeholders. Gone are the days of a one-size-fits-all approach. Today, success lies in crafting tailored narratives that resonate with diverse audiences, whether they are global investors, tourists, or local communities. This requires an intimate understanding of cultural nuances, the ability to leverage technology intelligently, and a commitment to creating campaigns that balance purpose with innovation. 

The evolution of strategic communications and public relations has also underscored the importance of specialized teams with in-depth expertise. It is not enough to execute campaigns; true value lies in the ability to guide clients strategically, helping them navigate complex challenges and opportunities. With Saudi Vision 2030 creating unprecedented momentum, the need for skilled communicators who understand both the local landscape and global trends has never been greater. This is precisely why Bold Influence was established: to bring together local insights and global methodologies, enabling brands to break through the noise and achieve measurable impact. 

The rapid adoption of technology has further reshaped the communications landscape. Tools like artificial intelligence, social listening platforms, and data analytics have empowered professionals to understand audience sentiment in real time and predict emerging trends. However, while these tools enhance precision, they cannot replace the creativity and cultural intelligence required to craft narratives that truly resonate. Strategic communications and public relations thrive when technology amplifies human expertise rather than replace it. 

Trust remains the cornerstone of effective communication. For the industry to deliver its best work, relationships between agencies, clients, and audiences must be built on transparency and authenticity. Just as brands must earn the trust of their stakeholders, strategic communications agencies must foster partnerships grounded in mutual respect and collaboration. This shared trust allows for bold, impactful campaigns that go beyond superficial messaging to create lasting connections. 

As the Kingdom continues to gain global prominence, strategic communications and public relations will play a vital role in ensuring its story is told with purpose and clarity. The challenge for communicators lies not only in capturing attention but in crafting captivating narratives that inspire action and build enduring relationships. By embracing innovation, fostering trust, and staying attuned to the cultural heartbeat of Saudi Arabia, the communications industry can rise to this challenge and leave a lasting legacy. 

In the end, the challenge is not just to capture attention but to build lasting connections. And in this endeavor, the Kingdom’s story — rich, ambitious, and unapologetically bold — is one the world is eager to hear.

Contributed by

Bold Influence

If you are involved in running a business, size notwithstanding, chances are you will have encountered the Request for Proposal (RFP) process as part of your business development effort. On the surface, this age-old tradition will appear to be a standard practice for soliciting bids from potential contractors or suppliers for specific projects. However, if you take a deep dive, you could start to question whether the considerable investment of time, money, and effort required by the RFP process truly pays off. One of the most glaring issues with the RFP process is its demand for key senior personnel within an organization, especially if it’s a small one with few personnel playing multiple roles. This diversion of talent and resources can most certainly detract from current paid and time-bound projects, potentially impacting their delivery and most importantly, the bottom line. Moreover, despite the commitment of resources, there's no guarantee that your organization will emerge victorious, given the often extensive field of competitors, some with huge budgets, vying for the same opportunity. A typical case of too many predators chasing one elusive prey. 

Respect for expertise 

Increasingly, many agencies are expressing frustration, albeit silently, with the laborious nature of the RFP process. Some are even declining to participate altogether due to past experiences. Consider this: Would you approach a doctor, lawyer, or therapist with an RFP? The answer is a no-brainer! Here’s the thing. Professionals in any field should be treated as such. There’s a need for a process that respects their expertise, time, know-how, and most importantly, experience. In particular, industries like Public Relations (PR) highlight the disconnect between the RFP process and the nature of the services or expertise being sought. Companies seeking professional communication partners often bypass creative and innovative sections of the RFP, prioritizing pricing above all else. This, in turn, raises a fundamental question: Is the RFP truly an effective means of identifying the most qualified partner? Industry players are now increasingly advocating for a more interactive selection process, akin to an interview. According to industry experts, this approach fosters a two-way exchange of ideas, allowing both parties to assess the potential for a fruitful and mutually beneficial partnership. Rather than relying solely on bulky written proposals, agencies can present their credentials, and client testimonials, and discuss their overarching strategy and account management processes, providing a more holistic and realistic view of their capabilities. 

Building stronger relationships 

Indeed, a PR agency's process in account management can be a crucial factor in distinguishing between a seasoned professional and an amateur operation. Yet, the rigid structure of the RFP often stifles the much-needed creativity and innovation. This, in turn, further reduces complex decisions to a matter of price. In the long run, this will ultimately undermine the value an agency can bring to the project and even limits the potential for truly transformative and progressive partnerships. The truth is relationships are fundamental in business and the transactional nature of RFPs can strain these connections. Agencies, and all businesses for that matter, invest significant time and effort into nurturing these relationships, which is not recognized in the RFP process. 

In essence, RFPs can very easily transform what could be enduring, strategic partnerships into tedious vendor transactions, where the lowest bidder, and not necessarily the most qualified, often prevails. Unfortunately, this short-term mindset does little to foster innovation, creativity, or sustainable business growth. As businesses evolve, so too should the methods and processes by which they identify and engage with potential partners. 

So, while the RFP process may have its place in certain contexts, it is essential to evaluate its efficacy in today's dynamic business landscape. Rather than defaulting to the familiar route of issuing RFPs, businesses should explore alternative approaches prioritizing collaboration, innovation, and cultivating enduring partnerships. Only then can they unlock the full potential of their endeavors. 

Four ways to improve the RFP process 

Do you want to turn the RFP process into an "opportunity" as opposed to a frustrating tedious process with zero results? Follow these tips: 

Limit the Shortlist: Consider limiting the RFP shortlist to a maximum of three firms. This ensures that PR agencies are motivated to invest effort in the proposal process. Having too many contenders can overwhelm both parties involved and diminish the quality of responses. 

Identify relevant experience: A key criteria should include the agency’s track record with similar businesses. Have they worked on this specific industrial category before? Have they got published work and testimonials to prove it? This would go a long way in aiding the decision-making process. 

Streamline the RFP: Keep the RFP concise and focused. Beyond basic company details, include approximately 10 questions covering basic aspects such as competitors, team structure, fees, client relationships, and relevant case studies. You may want to include a key inquiry about your industry position or challenges. Encouraging an open-ended response allows agencies to showcase their strategic thinking abilities, fostering more meaningful partnerships. 

Specify Budget Range: Providing a budget range facilitates agencies in tailoring their proposals accordingly. This prevents wasted time and resources on both sides. Transparent budget expectations ensure alignment between proposed strategies and financial feasibility, enhancing the efficiency of the selection process. 
 

Contributed by 
Hilmarie Hutchison (MCIPR, MPRCA), CEO, Matrix Public Relations

College of Mass Communication, Ajman University, Ajman P.O. Box 346, United Arab Emirates; s.lee@ajman.ac.ae (S.L.); 202020275@ajmanuni.ac.ae (R.H.A.)* Correspondence: s.benromdhane@ajman.ac.ae

Abstract: Research into gender dynamics in the Public Relations (PR) industry has suggested that the gendered perceptions of PR roles, gender bias, and cultural norms may contribute to gender-related issues in the field. The current study, framed as an exploratory investigation, examines how PR professionals in the United Arab Emirates (UAE) perceive gender equality issues within their industry. Drawing on survey responses from 152 PR practitioners in the UAE, this research investigates the extent to which these professionals perceive gender equality issues in the PR sector. The survey results reveal positive perceptions of gender equality issues, although some specific gender-related concerns emerge. One key finding is that there are minimal gender differences in perceiving gender equality issues between male and female professionals. Respondents also expressed confidence that their organizations are implementing practices in support of gender equality and recognizing the impact of such practices on employee performance. Given the lack of data on gender equality in the UAE, this exploratory study contributes to a better understanding of gender equality among professionals and provides insights into the strategies for advancing gender equality in the sector.

Download the full case study here.

Contributed by

Ajman University

Introduction

Snapchat Stories, Instagram Stories, Facebook Stories and the very short-lived Twitter Fleets, leaves out TikTok, but not for long. TikTok is now planning to launch a new ‘stories’ feature on its viral app soon.

Why it will be launching?

When the news first broke on Twitter, everyone’s first thought was that TikTok is already a platform for short and quick videos and doesn't really require its own Stories option, so what’s the point?

A TikTok spokesperson wrote in a statement to The Verge: “Currently we’re experimenting with ways to give creators additional formats to bring their creative ideas to life for the TikTok community.”

While that stands true, right now, TikTok is experiencing a surge in user growth rates, and it has been predicted that the app will become the next billion-user social app by the end of 2021. However, one barrier that hinders TikTok’s ability to grow even further is the limited monetization opportunities. The app’s top creators don’t have a clear pathway that guides them in generating income from their uploads.

What it’s for?

The new TikTok Stories feature will allow for further displays of ad placements that were otherwise limited to in-between user clips, which is why, at this stage of growth, TikTok is looking to expand its content horizons with a view to both maximizing engagement and facilitating more ad space.

How to use it?

Displayed in a collapsible left-hand side panel in the main feed of the app, TikTok Stories enables users to tap into Stories from profiles that they follow, and tap through the Stories frames, indicated by the gray bars along the bottom of the Story display.

Contributed by

Kiera Purdue, MEPRA Strategy Board Member & Managing Partner, Sticky Ginger

It’s always painful when an idea you ‘know’ to be outstanding, fails to live up to its billing. In uncovering what’s gone wrong you might spend days analyzing the execution, revisiting copy or graphic work to see how it might’ve been done better, or considering how alterations to color or length or headline might have achieved better results (indeed in the digital world, such iterations can be tested very quickly). 

As anyone in the business of being creative can attest, looking for such minute alterations can oftentimes be far easier to accept than admitting any original concept might not have been on the money to begin with. 

A winning campaign ultimately boils down to how well the idea – at its core – resonates with the audience that sees it, and such resonance depends on the accuracy of the insights you’re working with – your knowledge of your audience, and the often-subtle nuances that define them. 

However good you think an idea might be, take the time to validate your assumption with its intended audience in mind (or even better – in person if possible!). Social data, market research, even anecdotal or in-house agency wide research (as a minimum) can help flesh out a multi-dimensional persona and help you spot any potential bias that could be affecting your judgement. Start with your target and build towards them.

Contributed by

David Willet, Weber Shandwick MENAT 

Normally, my reaction to most listicles that begin with ‘XX tips for…’ is to immediately scroll on. Especially when in the increasingly weird world of engaging online content, some of the lists are not only hitting the 70s or even 100s, but come littered with so many ads they are rendered unreadable.

So, at risk of ruining the SEO of the title, I’d like to add a pre-tip – a bonus if you like – to the list of five, and that is keep it short, keep it relevant, and keep it clear. Your readers will love you if you’ve paid attention to the aesthetic of the (web) page, and the information provided is clear, concise and useful. No-one likes click bait, right? So, having established a somewhat rambling pre-amble, here are five tips my team adheres to when we (try to) create newsworthy social media posts and content…

1.Be authentic

Too many people get caught out on social media, from ever-present trick photoshopping scandals, to posing in a store with expensive jewellery or watches, pretending you own them. A good brand – whether internal or client-based - frames its content with an authentic voice. To be authentic, of course, you have to have a solid grip on what the brand identity is. In these cynical times, as soon as content is being served from a brand, people are suspicious of its motives. Align content with brand values, and you begin to win the battle for eyeballs. I’m thinking of words like aspirational, dynamic, trustworthy and reliable.

2.Deliver the human interest angle

PR 101 is understanding that good journalism revolves around human interest. You might be trying to grab attention for a new sink washer; but think how that sink washer might help real people live a better life (non-dripping taps, for starters!). It’s our job to make the readers, viewers, listeners feel why the product or service is important. These days, we have all the tools available to create beautiful brand stories. Emotion sells, put bluntly. Think of a memorable campaign, and chances are it tugged at your heart strings, right?

3.Lose your assumptions, PDQ…

Day one in any newsroom, and you’re taught to never assume your dear readers know anything about the subject. The same applies to PR content. Litter a post, a pitch or an article with acronyms, and you’ll quickly lose interest. Esoteric and arcane language loses people fast. Of course, there’s also an element of judging the audience you’re trying to communicate with. If your client is purveying cloud-based solutions to network data engineers, for example, there’s a strong chance they’ll completely understand technical language. Don’t assume, but don’t patronise. It’s a tightrope, but manageable.

4.Go the extra mile

Value is key. A story well told is more engaging and memorable in the telling. In other words, providing information in a well-crafted post, article or blog generates more value for a reader. Readers want to feel engaged, interested and ultimately, we need to aim to make an emotional connection or solve a problem to which people can relate. Key takeaways here are how is the information of significance or relevance to the readers? Go the extra mile to provide comprehensive details, more expert opinion, and your efforts will be rewarded.

5.Man bites dog

We need to find the unicorn, the man biting a dog, the angle that makes the content unique, interesting or quirky in some way. Building on the last point of trying to hunt out complete, comprehensive information presented in a compelling way, nothing beats an angle. We focus on certain specialisms as an agency, which gives us an angle and a competitive edge.

A company might wish to convey what is huge news for them, but the average member of the public might be completely disinterested. I’m reminded of a client in a former life who made nuts, bolts and rivets. On talking to him, I discovered those tiny pieces were specialised items made for oil rigs, and his products made the difference between a rig being safe or not – literally saving lives – and ensuring rigs began production on time, potentially avoiding the loss of millions of dollars.

We started with a bonus tip and I can’t resist concluding with another crucial one. Speak to the media, speak to your audiences, the client stakeholders, people who use the product. Our game is as complex as chess, but if you get to know all the pieces and players, it’s as easy as checkers. Content might well be king, but understanding your audiences is vital.

Contributed by

Ananda Shakespeare, founder and CEO, Shakespeare Communications

The Annual ASDA’A BCW Arab Youth Survey, launched in 2008, is the largest survey of its kind of the Middle East and North Africa region, covering its largest demographic – the youth.The findings of the survey provide governments, the private sector, civil society and academia with insights into the hopes, concerns and aspirations of Arab youth.

For the 12th Annual ASDA’A BCW Arab Youth Survey 2020, PSB, a global strategic research and analytics consultancy, conducted the study in two parts: The Main Survey before the coronavirus outbreak, and the second COVID-19 Pulse Survey following the crisis.

Download the white paper and report to discover the findings.

White Paper English click here

White Paper Arabic click here

A Voice For Change Report English

A Voice For Change Report Arabic

Contributed by ASDA’A BCW

Being together without getting together – is this possible now? We proudly present our new categories for online records – giving you hundreds of possibilities to engage with consumers, audiences, fans, colleagues, supporters, and everyone out there. Wherever they are.

YouTube organized a global online event last month, celebrating the spirit of Ramadan in Saudi Arabia during the lockdown. 7 of YouTube’s biggest influencers broke the Guinness World Records title for most viewers for an Iftar YouTube live stream. With over 45M+ subscribers combined invited, the livestream began on 19 May 2020 Iftar time (sunset time), breaking the world record with 183,544 concurrent viewers. An Official Adjudicator was present to announce them as the new record-holders on the popular streaming channel.

The YouTube video later saw a further 6M+ views making it the #1 trending video! You can see the hour-long video yourself here.

Contact middleeast@guinnessworldrecords.com to start your record-breaking campaign today

Company Name: Siemens

Campaign Name: Expo Explorers 

Awards won: 

Gold Winner for Best Government Communications & Public Affairs Campaign

The latest insights from behavioural science help us understand how people actually think and act in real life – and how we can influence this, whether in times of crisis, business as usual… or even pandemics.

Key topics to be discussed include:

*Introductory understanding of behavioural science and why it’s so important in communications*Ability to apply three behavioural nudges from H+K’s handy toolkit for communicators*Insight into COVID-19 message testing

Facilitator:

*Adam Flitton, Behavioural Science Strategist, UK

*Natasha Tinston, Group Account Director, MENA

*Emily Cope-Smith, Senior Account Manager, MENA

To view the Webinar, click here.

To watch the video, click here.

To watch the video, click here.

To watch the video, click here.

Company: M&C Saatchi Public Relations and Discovery

Campaign Name: Home is where the Heart Is

Award won:

Gold Winner for Best Campaign in Egypt

Company: iJordan

Campaign Name: ‘Adventures of Looney Balloony’ – Combating Violence Against Children Campaign for UNICEF Jordan and NCFA

Awards won: 

Gold Winner for Best Campaign in Jordan

Silver Winner for Best Government Communications & Public Affairs Campaign

Company: Hill+Knowlton Strategies

Campaign Name: GOSHxSuperhope

Awards won:

Gold Winner for Best Campaign in Kuwait

Gold Winner for Best Campaign in UAE

Gold Winner for Best Use of Limited Budget

Gold Winner for Best Healthcare Campaign

Silver Winner for Best use of Creative

Bronze Winner for Best Campaign in Kuwait

Company: Weber Shandwick MENAT

Campaign Name: Taking it Back to ’94

Awards won: 

Gold Winner for Best Consumer Goods Campaign

Silver Winner for Best Food and Beverage Campaign

Silver Winner for Best Use of Video

Bronze Winner for Best Campaign in Kuwait

Company Name: Galler Chocolatier Lebanon – A campaign by GREY DOHA

Campaign Name: “#be7mol2esma (“I carry her name”) 

Awards won: 

Gold Winner for Best Campaign in Lebanon

Gold Winner for Best Food and Beverage Campaign

Silver Winner for Best Use of Digital PR

Company Name: Dubai Airports with Four Communications Group

Campaign Name: X Marks the Spot

Awards won: 

Gold Winner for Best Integrated Campaign

Silver Winner for Best Consumer Services Campaign

Bronze Winner for Best Campaign in Middle East

Company Name: ASDA’A BCW

Campaign Name: A Call for Reform’ – The 11th Annual ASDA’A BCW Arab Youth Survey 2019

Awards won: 

Gold Winner for Best Campaign in Middle East

Gold Winner for Best Use of Data and Insights

Silver Winner for Best Non-Profit/ Humanitarian/ Charitable Campaign

Company Name: Masdar

Campaign Name: We Are Committed

Awards won:

Silver Winner for Best Energy or Natural Resources Campaign

Bronze Winner for Best Campaign in UAE

Bronze Winner for Best Sustainability Campaign

Company Name: Standard Chartered and TBWARAAD

Campaign Name: Art Gap

Awards won: 

Gold Winner for Best use of Creative

Silver Winner for Best Use of Data and Insights

Bronze Winner for Best Integrated Campaign

Company Name: Ford Motor Company with ASDA’A BCW

Campaign Name: Ford Warriors in Pink 2018: Stories of Courage 

Awards won: 

Silver Winner for Best Use of Influencers

Silver Winner for Best Healthcare Campaign

Bronze Winner for Best Non-Profit/ Humanitarian/ Charitable Campaign

Company Name: markettier & Grayling

Campaign Name: A Year on the Road 

Awards won: 

Gold Winner for Best Campaign in Saudi Arabia

Gold Winner for Best Automotive Campaign

Company Name: Oman Oil Company/ Orpic with Four Communications Group

Campaign Name: Building an Employee-led Brand 

Awards won: 

Gold Winner for Best Campaign in Oman

Bronze Winner for Best Energy or Natural Resources Campaign

Company Name: Etihad Airways and Four Communications Group

Campaign Name: Celebrating the Special Olympics 

Awards won: 

Silver Winner for Best Campaign in UAE

Silver Winner for Best Use of Sponsorship

Company Name: Weber Shandwick MENAT 

Campaign Name: How to Break the Internet in Saudi Arabia 

Awards won:

Gold Winner for Best Use of Influencers

Gold Winner for Best Use of Digital PR

Company Name: Network International with ASDA’A BCW

Campaign Name: Network International IPO on London Stock Exchange 

Awards won: 

Silver Winner for Best Financial Service Campaign

Bronze Winner for Best use of Traditional Media Relations (Consumer/Trade)

Company Name: Matrix PR

Campaign Name: Century Financial 

Awards won: 

Gold Winner for Best use of Traditional Media Relations (Consumer/Trade)

Company Name: Landmark Group

Campaign Name: Landmark Group’s Landmark Happiness Movement

Awards won: 

Gold Winner for Best Internal Communications Campaign

Company Name: Weber Shandwick MENAT and Master Card

Campaign Name: An Inside Out Approach To Innovation 

Awards won:

Silver Winner for Best Internal Communications Campaign

Company Name: Weber Shandwick MENAT

Campaign Name: Paving Sharjah’s roads gold for UBER eats and McDonalds UAE 

Awards won: 

Bronze Winner for Best Food and Beverage Campaign

Company Name: Weber Shandwick MENAT and Gulf Business Machines

Campaign Name: Transforming the regional tech player 

Awards won:

Gold Winner for Best Business to Business Campaign

Company Name:  Weber Shandwick MENAT  

Campaign Name: A Summer to remember at Yas Island’s Theme Parks 

Awards won:

Silver Winner for Best use of Traditional Media Relations (Consumer/Trade)

Company Name: Weber Shandwick MENAT 

Campaign Name: Financial Sector Conference Saudi Arabia 2019

Awards won:

Bronze Winner for Best Campaign in Saudi Arabia

Company Name: ENEC and Four Communications Group

Campaign Name: Energy of the future 

Awards won:

Gold Winner for Best Energy or Natural Resources Campaign

Silver Winner for Best Corporate Reputation Campaign

Company Name: Performance Communications & Bentley Motors

Campaign Name: Peak of Luxury 

Awards won: 

Silver Winner for Best Consumer Goods Campaign

Bronze Winner for Best Automotive Campaign

Company Name: Performance Communications & Continental

Campaign Name: AFC Mascot Campaign 

Awards won: 

Bronze Winner for Best Use of Sponsorship

Company Name: Edelman

Campaign Name: Ula: Opening a region up to the world 

Awards won: 

Gold Winner for Best Arts and Culture Campaign

Silver Winner for Best Travel and Tourism Campaign

Company Name: Emirates Airline Festival of Literature with Four Communications Group

Campaign Name: United By Words 

Awards won: 

Gold Winner for Best Consumer Services Campaign

Gold Winner for Best Non-Profit/ Humanitarian/ Charitable Campaign

Company Name: Broadway Entertainment Group and Dubai Opera with Four Communications Group

Campaign Name: The Phantom Unmasked 

Awards won: 

Silver Winner for Best Arts and Culture Campaign