Guerilla Growth: the merits of the small consultancy
Public Affairs News, November 2005
Lobbying in the media sector
Public Affairs News, February 2006
Guerilla Growth: the merits of the small consultancy
Concise version of an article that originally appeared in Public Affairs News in November 2005
The rise of in-house specialists from a PA background means that large firms face increased scrutiny as to the actual value they provide. Anyone assessing their requirements for public affairs support has an increasing number of options to combine in-house expertise with the consultancy that fits their needs.
Having someone in-house who knows the ropes does not remove the benefit of an external voice, immune to internal company pressures and politics. But it means that even the biggest corporation can now consider what a flexible, experienced small scale consultancy might deliver instead of simply having to choose between the big players.
With the developments in ICT, a few highly-skilled people can offer clients a diverse set of services. Added to this is the ability of a small consultancy to start work on a project in less time.
The large agency's main selling point is its amalgamated experience and contacts, but senior consultants, particularly those in companies that are part of a large group, can have little to do with an account beyond the initial pitch. Large company overheads and group targets combine to create constant pressure within the large consultancies to win long-term accounts, and charge more for their services.
Companies or organisations that cannot afford the large fees which will get them priority treatment with the big agencies, eg charities or trade associations, can look to the small consultancy for personalised support.
Some large companies are experimenting with different structures and services and can gain extra flexibility by procuring freelance services to develop new business projects, to avoid hiring staff speculatively. Such thinking is important if the large firms aren't going to find themselves increasingly losing out to the increasing number of lean and hungry smaller agencies.
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Concise version of an article that first appeared in Public Affairs News in February 2006
The first thing to note is that the level of in-house PA expertise in the media/communications industry is extremely high.
To understand why, recall that in 2003 five regulatory bodies merged to form super-regulator Ofcom, to reflect the way new technology was bringing about a convergence of media, telecoms, and IT. Much of the legislation regulating these industries was to be updated, via the Communications Act, but first it had to get through Parliament.
With a one-off chance to shape the new regulatory landscape, lobbying reached an unprecedented level. Additional PA professionals were recruited in-house, myself amongst them, joining the TV and film production trade association Pact, which successfully campaigned to protect intellectual property.
And that was just the start: today Ofcom, feet firmly under the table, is consulting on a range of issues; the DCMS is redrafting the BBC Charter; and the European Commission is re-visiting the Television Without Frontiers directive.
More than in any other industry, it is important that all this policy is future-proofed, as it attempts to keep pace with mobile operators, broadband platforms, service providers, TV companies and content producers as they make deals or merge businesses to ensure they can offer exciting joined-up services to consumers.
