Managing This Global “Thing”

We’ve tuned our entire operation to support clients across multiple markets.

Let’s start with infrastructure.

Tech companies typically depend on Europe, Asia Pacific and the U.S. for the vast majority of revenue. This certainly holds true for Nokia, which generated roughly 85% of its revenue from these three geographies last year.

Our global infrastructure aligns with these needs.

It’s worth noting that these are our offices and our people, not affiliates.

Global Communications is a Mentality. Not a Function.

The most important variable in the success or failure of a multi-market campaign comes down to MENTALITY.

Two basic questions go a long way toward revealing the presence of a global mentality:

Do the account team members collaborate in a way that leverages content and thinking across geographies?

Do the account team members care about what happens outside their local markets?

Simple stuff. Not so simple to execute.

Which gets into our internal structure and intangibles.

For example, what you don’t see on the map is a reward system for our senior professionals that leans into a single global P/L and evaluations that specifically address performance on multi-market programs. We consistently reinforce these values to help everyone get to know each other, like our Global Music Festival.

Mechanics

We’re flexible on the hub model depending on your preferences and requirements:

Centralized

All roads lead to Rome. This model looks and feels most like a classic hub, where we route all client communications and market coordination through one office. Effective when in-house resources are tight, and you don’t have the manpower to manage multiple markets, or when much of the company’s knowledge is also centralized in one location. However, know that in the background, our teams are in constant contact for knowledge sharing.

Regionalized

This is where you set up a lead hub office in each applicable region (e.g., Americas, EMEA, APAC). It offers many of the same benefits as centralized, but allows for more granularity as you get closer to your markets’ speed because you’re less dependent on time zones and dispersed decision-making if there are regional client representatives.

Blended

Employing a cross-border team, we recruit hub members from across the network to borrow from the best knowledge we have in the collective. This model means that the hub is international from the get-go, enabling clients to lean into quick insights and feedback for global or regional campaign ideas. There’s the added benefit that blended hubs also allow for 24/7 servicing for clients that require always-on management by adopting a “follow the sun” approach: When one team member signs off, they hand it over to the next logging on.

We can’t let it go. We can’t let it go. We can’t let it go. We can’t let it go.

Every global communications consultancy touts collaboration.

Of course they do.

If you engage with a PR consultancy for support across multiple markets, you’re going to expect the account team members to play nice with each other, regardless of location.

The reality is that most PR agencies aren’t very good at this global teamwork. They fixate on individual office P/L, which undermines the very teamwork clients expect.

Because we’ve built our organization from the ground up to support multi-market campaigns, collaboration comes naturally to us.

Managing This Global “Thing”

Global Communications is a Mentality. Not a Function.

Mechanics

We actually enjoy the process.

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