Global PR agency coordination: considering a hub-and-spoke approach?
With three decades of running international accounts under my belt, some reoccurring challenges arise when clients request an integrated global communications mandate. Four key drivers tend to frame our discussions:
- We want to manage and support a network of agencies across multiple time zones centrally.
- We want to get our corporate messages across to target multiple audiences in are clear, creative, and unified way.
- We want to design a centralised global hub with the flex to respond locally.
- We want to demonstrate ROI back to the management board (internal stakeholders).
This is where a hub-and-spoke framework comes into play. The hub-and-spoke model refers to a distribution and intelligence gathering method in which a centralised hub exists to either originate in the hub or is tasked to send to the hub for distribution. From corporate communications perspective this often means that a single agency is nominated to take on the role of ‘hub agency’ to work alongside a network of agencies in different geographies – and they are referred to as the ‘spokes’.
The specific role of a hub agency may differ per client brief, but in essence the hub agency will take the lead to formulate the corporate narrative and digital insights, draft messages, develop a repository of thought leadership articles and co-develop strategic campaigns with the client.
Apart from creating a coherent voice for the brand, on a practical level this process frees up capacity (and budget) for local agencies to customise content and personalise for local markets. The regional narrative can be achieved through the addition of local customer case studies, local data points, or regional industry trends.
It’s worth noting that a rigid command and control is not the desired end point. There should be flexibility for local agencies to create their own content and local story angles. However, the benefit of a centralised agency network means that a lot of the initial thinking and heavy lifting will have been done from a centralised hub. The process also allows for a more rapid and streamlined approach to handling media requests, which is key in these very dynamic times.
Setting a level playing field
There are real benefits to be gained from an agency network. It empowers every agency to hit the ground running – and they are supported in a safe environment set to be a collective success. It’s important to remember that some agencies will be at a different maturity level when communicating externally, meaning that some will require more support than others. Market maturity of the client’s solution or product may also be at an early adoption stage in that region – so this also needs to be reflected in the local communications approach.
Striking the right balance between global corporate brand communications and the needs of the regional agency needs is a must. And don’t overlook the opportunity to bring in local market insights to inform and develop better global campaigns!
Other considerations include agency reporting. When running a global communications programme there can be an excessive need to over-report. So be clear about what needs to be reported, plus why and how this information should be presented. Getting standardised templates for the agency network will save you a lot of time in the long run. Where possible, use automated tools to measure success. There are great tools such as Meltwater, Brandwatch and Cision – to name but a few.
Wherever you are in your journey on an integrated global communication strategy – it’s always a people first business and a collaborative approach will provide a better return on time and investment.
| The views expressed in this article are those of the author(s) and not necessarily the views of FTI Consulting, its management, its subsidiaries, its affiliates, or its other professionals.
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