I have been watching the conversation for the past few days vacillating between supporting and disagreeing with Peter’s view at Meropa. Sitting on the fence is not an option so here is my view.
1. Awards have a place. We need to promote the PR profession and recruit new talent to the industry. I applaud what PRISA is trying to do and congratulate and admire all those agencies that took the time to enter. 2. PRISA need to look at how they position the awards to the industry. I am pleased to see that all entries now receive feedback on their campaigns. This has value. I would want to know why an entry has done well or has not been considered. 3. I would like to see more transparency in terms of how judges are selected. Personally – I would rather have one of my campaigns judged by Nicola Nel of Atmosphere than a DJ / personality. I want to be judged by my peers who have experienced “working in the trenches”. 4. I do not believe that an Agency should be allowed to enter one project into multiple categories. 5. I would like to see clarity on what constitutes a PR campaign. Should an ad campaign, that goes viral, be considered PR? Some of the accolades (from this year / and last year) need to be redirected towards the ad agencies involved. Alternatively – limit them to one category when awarding. 6. And lastly - wherever possible, one should be judging apples with apples. Some campaigns are going to be easier to PR than others i.e Table Mountain vs a consumer campaign that encourages people to save. Is this considered when judging?
PS – I am Business Unit Director of Redline Cape Town (Clients include MMI Holdings, Metropolitan, Momentum, Clicks Holdings, Nicorette, Board of Health Care Funders). We chose not to enter this year. This was not a case of sour grapes but more to do with the fact that January is our “slowest month” and the team is encouraged to take a well deserved break! Lisa Dawson-Biggs
[Lisa Dawson Biggs] 2012 will be a year in which we will be forced to re-evaluate the way we work and the way we convey our clients' messages to the market. Here are my tips and predictions for the months ahead.
[Lisa Dawson Biggs] Government's management of the recent xenophobic violence should be a lesson to corporate South Africa about proactive reputation management. Its tardy response to managing the xenophobic violence and the resulting media backlash is an example of how ineffective stakeholder management - often seen as a non-core management function - could tarnish an organisation's reputation.