The role of media relations in corporate public relations practice

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Date
2007
Authors
Sharmini, S. Rama Krishnan
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Abstract
This thesis presents findings from a qualitative investigation of whether media relations plays a strategic role in corporate public relations practice in Malaysia. The primary objective was to discover how media relations was viewed and utilised in Malaysian organisations. More specifically, the research hoped to find out if the media relations function was only used to generate publicity or if it also played a strategic role in relationship building with the media and achieving organisations’ corporate and competitive goals. These issues were explored in 15 public listed companies across all industries in the Klang Valley. In-depth interviews were conducted with the participants who comprised senior executives handling media relations or overseeing the function in their capacity as head of media relations or public relations. A structured interview guide was used as the research instrument to elicit participants’ responses. The findings suggest that in the public listed companies studied, media relations plays a strategic role to build relationships with the media as well as to inform and educate stakeholders in profiling and better managing the organisations’ reputations. Hence, the media relations function is not limited to generating publicity for the organisations’ products and services. Firstly, organisations’ media relations objectives were set and functions strategised in line with their corporate and competitive goals. Secondly, participants predominantly played managerial public relations roles and most of the heads of public relations in the organisations studied were represented at policymaking level. This had a positive impact on media relations planning and execution as the function was seen as part of the big picture. Thirdly, in carrying out their media relations programmes, most participants prominently used the mixed-motive model which is linked to excellent and strategic public relations practice. The choice of model was found to correspond with participants’ organisational culture and environment. Fourthly, most participants were found to have fixed budget allocations to carry out media relations initiatives. They were also expected to evaluate their initiatives to ascertain if corporate and competitive goals were met and there was return-oninvestment. Overall, participants viewed media relations as an investment given its strategic role. This research suggests that organisations that see beyond media relations’ promotional role fully benefit from its strategic value.
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Master
Keywords
Art , Media relation role
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