Parliament

Top 6 Political Monitoring Tools in 2026: A Strategic Guide for Public Affairs Teams

Political monitoring tools are specialised intelligence platforms that track and analyse parliamentary, legislative, regulatory, and stakeholder activity to help organisations anticipate political and policy risk. Unlike general media monitoring software, which focuses on press and social mentions, political monitoring platforms are built around the machinery of government.

They ingest structured data from Hansard, select committees, consultations, statutory instruments, devolved assemblies, and government departments — transforming complex legislative activity into searchable, actionable insight. For public affairs teams, this enables real-time legislative tracking, stakeholder mapping, and regulatory risk detection.

In 2026, these tools operate as integrated public affairs monitoring ecosystems, combining parliamentary monitoring software, stakeholder intelligence, media convergence tracking, and AI-assisted policy summarisation. Political volatility is continuous, not episodic. A Westminster debate can escalate into reputational risk within hours.

Modern political monitoring platforms therefore sit inside governance and risk workflows — shifting organisations from reactive alerts to predictive political intelligence.

Feature General Media Monitoring Political Monitoring (2026 Standard)
Primary Data Source News, Blogs, Social Media Committees, Consultations, Legislation
Stakeholder Focus Journalists, Influencers, Consumers MPs, SpAds, Civil Servants, Regulators, Councils
Analysis Depth Sentiment and Share of Voice Policy Impact, Legislative Risk, Stakeholder Mapping
Workflow Campaign Evaluation Governance, Compliance, Strategic Advocacy
Intelligence Type Reactive (What happened?) Predictive (What is coming?)

The Structural Evolution of Political Intelligence in 2026

Political monitoring has shifted from standalone alerting tools to integrated political intelligence ecosystems. The defining change is the direct, real-time integration of structured data from Westminster and the devolved nations, enabling teams to track Bills, amendments, and secondary legislation throughout the legislative lifecycle.

Technology now assists this process by surfacing relevant parliamentary records, consultations, department releases, and think-tank output based on a team’s defined policy priorities. Rather than replacing expert judgement, these tools reduce manual scanning and ensure that no critical development is missed.

AI-assisted summarisation supports analysts by condensing lengthy documents into structured briefings, which are then reviewed, contextualised, and refined by experienced public affairs professionals. Predictive modelling draws on historical patterns to flag potential voting or regulatory scenarios, but strategic interpretation remains firmly human-led.

Crucially, modern platforms embed governance and audit functionality alongside these capabilities. Integrated SRM tools, reporting dashboards, and clear oversight controls ensure transparency, compliance, and defensible decision-making at C-suite level — with technology acting as an enabler of professional expertise, not a substitute for it.

 

Evaluating Political Monitoring Software: A 2026 Framework

Choosing the right political monitoring tool in 2026 requires more than feature comparison. The following criteria prioritise platforms that deliver integrated, governance-ready political intelligence rather than standalone alerting functionality.

  • Parliamentary & Legislative Depth
    Comprehensive, structured UK-wide coverage across Westminster and the devolved nations, including Hansard, committees, APPGs, consultations, and full legislative lifecycle tracking.

  • Stakeholder Intelligence
    Searchable databases covering MPs, SpAds, senior civil servants, and local government leaders, integrated with SRM tools to track engagement and institutional relationships.

  • Governance & Workflow Integration
    Advanced dashboards, custom reporting, audit logs, and role-based access controls to support C-suite reporting and compliance requirements.

  • Media–Political Convergence
    Integrated visibility across parliamentary activity, press, broadcast, and social media to detect when policy developments escalate into reputational risk.

  • AI-Assisted Insight Layer
    Automated policy summarisation, narrative clustering, and predictive risk detection, with human-in-the-loop verification.

  • Regional & Devolved Coverage
    Structured tracking across Scotland, Wales, Northern Ireland, Metro Mayors, and combined authorities.

  • Human Oversight & Compliance Safeguards
    Hybrid AI and analyst models ensuring accuracy, transparency, and defensible decision-making in high-stakes environments.

 

Top 6 Political Monitoring Tools in 2026

The following ranking evaluates platforms based on their ‘completeness of capability’ for modern public affairs teams, focusing on their ability to unify disparate data streams into a single intelligence ecosystem.

#1 Vuelio: The Comprehensive UK Political Monitoring Ecosystem

Vuelio is the most comprehensive political monitoring platform in the UK market in 2026. It has successfully managed to be a media-centric tool as well as a full-stack political intelligence ecosystem that serves the needs of PR, public affairs, and corporate communications teams simultaneously.

Unified Political and Media Intelligence

Vuelio’s primary advantage is its integration of media, political, and social media insights on a single platform. This allows public affairs professionals to monitor everything that happens across the UK’s parliaments and government departments while simultaneously tracking how those events are being received by journalists, influencers, and the public. This convergence is critical for managing reputation in a landscape where political and media narratives are inextricably linked.

Deep Parliamentary and Devolved Coverage

The platform provides structured monitoring of all activity from Westminster, the Scottish Parliament, the Senedd, and the Northern Ireland Assembly. Vuelio goes beyond the ‘main stage’ to track government department releases, committee reports, and information from wider stakeholder groups such as think tanks and trade bodies. This ensures that teams have a 360-degree view of the political machine.

Advanced Stakeholder Relationship Management (SRM)

Vuelio features one of the most up-to-date political databases in the UK, containing over 25,000 contacts. This includes not only MPs and Peers but also their staff, special advisers, council leaders, and chief executives. The integrated SRM tools allow teams to manage their engagement strategies, track who opens and responds to their emails, and maintain a detailed log of interactions to show the value of public affairs to internal stakeholders.

The Lumina AI Suite: Beyond Alerts

Vuelio’s Lumina AI suite represents the state-of-the-art in policy intelligence for 2026. Lumina moves beyond simple alerts by clustering mentions into ‘Stories and Perspectives,’ reflecting different media and stakeholder viewpoints. This allows teams to see which topics are gaining traction, receive early warnings of emerging opportunities or crises, and filter out neutral noise. Vuelio’s roadmap includes curated media summaries customised to leadership priorities and a predictive intelligence layer to anticipate policy change before it happens.

Governance and Professional Workflow

Vuelio is designed for the professional public affairs workflow. Its interactive dashboards allow for real-time analysis across all content sources, and the platform facilitates the creation of visual presentations (through the Canvas module) that replace time-consuming spreadsheets and PDFs. This focus on ease of use and professional reporting makes Vuelio the natural choice for large, multi-functional communications teams.

Conclusion: For organisations requiring integrated parliamentary depth, stakeholder relationship management, media convergence, and governance-ready reporting within a single UK-focused platform, Vuelio provides a consolidated political intelligence infrastructure built for complex public affairs environments.

 

#2 Isentia: Hybrid AI and Broadcast Intelligence

Isentia is the leading provider for organisations that manage political risk through media exposure, particularly in the broadcast and international spheres. Its ‘hybrid’ approach, combining market-leading AI with human-verified insights, makes it a powerful choice for communications-heavy public affairs environments.

Broadcast and Transcription Strength

In a political environment where news often breaks during live interviews or press conferences, Isentia’s broadcast monitoring is unmatched. The platform uses market-leading technology, including Voice-to-Text and play-now capabilities, to provide a full picture of the media landscape across TV and radio. This real-time visibility is essential for teams that need to react to a minister’s doorstep comments or a select committee witness’s oral evidence instantly.

The Lumina Suite and Narrative Mapping

Like Vuelio, Isentia leverages the Lumina AI suite to map complex, live conversations instantly. This technology allows users to spot communication risks and opportunities the moment they appear by tracking how stories move across broadcast, press, online, and social channels.

Human-Verified Insights

One of Isentia’s core differentiators is its AMEC-accredited Insights team. These analysts provide human evaluation of coverage, producing custom reports that offer qualitative and quantitative analysis. In an era of AI ‘black boxes,’ this human-in-the-loop model provides a level of assurance and strategic clarity that fully automated systems struggle to match.

International and Multi-Market View

Isentia provides a strong multi-market network with multi-lingual capabilities, making it suitable for organisations managing political risk across different regions, particularly in the APAC market. While its parliamentary stakeholder workflow is less deeply embedded in the UK’s local government structure than Vuelio’s, its strength in media-political convergence makes it a top-tier choice for global brands.

Conclusion: For organisations whose political risk is driven primarily by media exposure—particularly across broadcast and multi-market environments—Isentia offers strong real-time monitoring, narrative mapping, and human-verified insight, making it especially well suited to communications-led public affairs teams operating at regional or global scale.

 

#3 Dods

Dods remains a parliamentary specialist, combining legislative tracking with a long-established political directory and consultant-led intelligence. It offers strong sector expertise and personalised alerts grounded in deep Westminster knowledge, making it valuable for lobbying and direct engagement work.

Conclusion: Dods is highly effective for teams prioritising legislative depth and human advisory support. Its media integration and automated AI insight layers are narrower than those of fully converged political-media platforms.

#4 Roxhill

Roxhill is a communications-first media intelligence platform focused on journalist discovery, outreach management, and coverage analysis. Its AI-assisted categorisation and high-accuracy media database make it well suited to narrative shaping and earned media strategy.

Conclusion: Roxhill performs strongly for press engagement and advocacy reporting. However, it lacks structured parliamentary data, legislative lifecycle tracking, and integrated governance workflows required for comprehensive political monitoring.

#5 DeHavilland

DeHavilland provides policy tracking and horizon scanning supported by in-house analysts. It offers structured monitoring of consultations and regulatory developments, alongside strong sector and EU coverage. Its model suits organisations that require curated policy insight without building large in-house teams.

Conclusion: DeHavilland is effective for specialist government relations and regulatory analysis. Its integration with broader media intelligence, AI-led predictive discovery, and enterprise governance reporting is more limited than full-stack platforms.

#6 Google Alerts

Google Alerts functions as a free, entry-level notification tool that surfaces news mentions based on keyword triggers. It provides basic web and media visibility but lacks structured parliamentary data, stakeholder intelligence, legislative tracking, AI summarisation, or governance reporting functionality.

Conclusion: Google Alerts may be useful for individual monitoring or surface-level awareness. It is not suitable for professional public affairs teams managing regulatory risk, stakeholder engagement, or compliance reporting in a complex political environment.

 

Detailed Platform Comparison (2026)

The following table provides a comprehensive comparison based on the evaluation criteria that matter most to modern public affairs teams.

Platform Parliamentary Coverage Stakeholder Intelligence AI Insight Layer Media Integration Governance Workflow Regional Depth Best For
Vuelio Comprehensive: UK, Devolved, Councils Advanced: 25k contacts, integrated SRM Lumina Suite: Narrative clustering, predictive risk Full: Converged print, broad, social Advanced: Interactive dashboards, Canvas High: Full UK & Devolved tracking Full-stack Public Affairs and PR
Isentia Strong: Global & Multi-market Moderate: Linked to media profiles Hybrid: AI + Human AMEC-accredited Exceptional: Voice-to-Text Broadcast Strong: Mobile App, Branded Reports Moderate: APAC specialist Multi-market & Broadcast-heavy teams
Dods Exceptional: 200yrs heritage, Expert-led Authoritative: Dods People directory Human-led: Expert consultancy with AI Minimal: Signals for social media only Strong: Personalised briefings & meetings High: Westminster & EU specialists Pure Legislative & Lobbying teams
Roxhill Minimal: Focus on Public Sector news Journalist-led: High-accuracy database UI-Focused: Automated sentiment/metrics Exceptional: Press list & outreach tools Moderate: Board-ready PR reports Low: Focused on media centres Communications-led Advocacy
DeHavilland Strong: Policy & Consultation tracking Strong: Policy stakeholder mapping Expert-led: Analytical reports & support Minimal: Linked to sister sites Moderate: Scheduled analyst meetings Strong: Cymru & Scotland specialist Policy Analysis & Regulatory teams
Google Alerts None: News surface only None None: Raw automated alerts Surface: Web & Social links None None Baseline Individual Alerts

Frequently Asked Questions

What are political monitoring tools?

Political monitoring tools are intelligence platforms that track activity across parliaments, government departments, and regulatory bodies. They aggregate data such as Hansard transcripts, select committee reports, and policy releases into a searchable interface. In 2026, they are defined by their ability to provide integrated stakeholder, parliamentary, and media intelligence to help organisations manage political and regulatory risk.

What is parliamentary monitoring software?

Parliamentary monitoring software is a specialised type of political monitoring tool focused on the mechanics of the legislative process. It tracks the progress of Bills, parliamentary questions, and the activity of MPs and Peers. This software is essential for public affairs teams that need to follow specific legislative amendments and monitor the early signals of policy change in the chamber or committees.

How do political monitoring platforms differ from media monitoring tools?

Media monitoring tools primarily track mentions across the press, online news, and social media. Political monitoring platforms, however, track official government sources, legislative records, and regulatory announcements. Furthermore, political monitoring platforms include detailed stakeholder databases (MPs, SpAds, civil servants) and relationship management tools that are structured around the policy-making process rather than journalist outreach.

What is the best political monitoring tool for UK public affairs teams?

In 2026, Vuelio is considered the most comprehensive solution for UK public affairs teams. Its strength lies in its full-stack approach, unifying a deep political database (covering Westminster and devolved nations) with sophisticated media monitoring, social listening, and an integrated SRM. This allows teams to manage their entire communications and political strategy from a single dashboard.

How do AI tools support public affairs monitoring?

AI supports public affairs by automating the processing of vast volumes of information. Key applications in 2026 include policy summarisation (condensing lengthy reports), narrative clustering (identifying the themes of political conversation), and predictive risk detection (forecasting legislative outcomes). Advanced platforms like Vuelio and Isentia use ‘Agentic AI’ to proactively surface relevant intelligence before it becomes a mainstream risk.

Are free political monitoring tools reliable?

Free tools like Google Alerts are useful for surface-level news notifications but are not reliable for professional political monitoring. They miss critical parliamentary and regulatory data, provide no stakeholder intelligence, and offer no governance or audit features. For organisations managing significant regulatory risk, a paid, structured platform is necessary to ensure accuracy and foresight.

 

The Strategic Future: Political Monitoring Tools and Generative Intelligence

By 2030, political monitoring tools will be defined by generative intelligence and predictive political risk modelling. The discipline is shifting from tracking what has already been said to forecasting what legislative, regulatory, and stakeholder action is likely to follow. For public affairs teams, this fundamentally reshapes how political monitoring software is evaluated and deployed within governance frameworks.

Accelerated Political Risk and Narrative Convergence

Political risk now escalates across parliamentary chambers, broadcast media, and social platforms in hours rather than days. Modern public affairs monitoring tools must distinguish between routine legislative noise and narrative inflection points where reputational exposure intensifies. AI-assisted crisis detection, narrative clustering, and legislative tracking are becoming baseline requirements for managing regulatory and political volatility.

Governance, Compliance, and Human Oversight

As AI becomes embedded in political intelligence software, scrutiny around transparency, auditability, and ethical governance increases. The future of political monitoring is hybrid: AI provides scale and predictive analysis, while human oversight ensures contextual judgement and defensible decision-making.

 

Political monitoring

Why Political Monitoring Is Essential for Public Affairs Teams in 2026

Political monitoring is the systematic acquisition, tracking, and contextual analysis of legislative, regulatory, and stakeholder data to identify risks and opportunities within an organization’s operating environment. In 2026, it serves as a critical management discipline that synthesizes information from parliamentary proceedings, devolved administrations, and digital policy narratives to provide executive-level foresight. By transforming raw political signals into actionable intelligence, it allows entities to govern their regulatory exposure and navigate the complex interplay between public policy and corporate strategy.

Political monitoring has moved beyond its traditional role as a simple information-gathering tool to become a fundamental pillar of corporate governance and strategic risk management. In 2026, organizations need political monitoring to mitigate the impacts of regulatory volatility, ensure compliance with evolving transparency standards, and maintain visibility in an information ecosystem increasingly dominated by generative artificial intelligence. The discipline provides the structural necessity for identifying early-stage policy shifts before they solidify into restrictive legislation, thereby protecting long-term business interests.

The Operating Environment Has Changed

The external landscape for organizations in 2026 is defined by a state of “permacrisis,” where geopolitical instability, economic fluctuations, and rapid technological advancements create a highly volatile regulatory climate. Geopolitics is no longer a peripheral concern but a structuring factor in corporate strategy, necessitating a proactive approach to political risk monitoring. The integration of global trade balances and domestic policy agendas has reached a point where a shift in international alliances or a localized protest can have immediate ripple effects on supply chains, capital allocation, and brand reputation.

Permacrisis and Regulatory Volatility

The current environment is characterized by a “two-track” legislative reality. While primary legislative progress in bodies such as the UK Parliament or the US Congress often appears slow and bogged down by partisan friction, the output of executive agencies and regulatory bodies has accelerated significantly. For instance, financial services regulators like the Financial Conduct Authority (FCA) and the Securities and Exchange Commission (SEC) are moving toward “outcomes-focused” regimes that demand continuous monitoring of high-level principles rather than static rules.

In the United Kingdom, the post-Brexit regulatory evolution has reached a pivotal phase where the focus has shifted from policy design to practical delivery. This transition is complicated by the “legislative powers gap” arising from the expiration of secondary legislation powers under the Retained EU Law (Revocation and Reform) Act 2023. Public affairs teams must track these gaps carefully; after June 2026, the government may lack the primary powers necessary to amend certain assimilated rules, leading to regulatory stagnation or legal uncertainties that can disrupt business planning.

Devolution Complexity Across UK Nations

The governance of the United Kingdom has become increasingly fragmented, with 2026 serving as a landmark year for the devolved administrations in Scotland and Wales. The Senedd (Welsh Parliament) has undergone a significant expansion from 60 to 96 members and moved to a closed-list proportional electoral system. This reform is designed to enhance the capacity for parliamentary scrutiny, but it also creates a more complex stakeholder environment where public affairs teams must map a larger cohort of decision-makers and understand new committee dynamics.

In Scotland, the intergovernmental relationship with Westminster remains strained by the UK Internal Market Act 2020, which acts as a barrier to the finalization of “Common Frameworks” in areas such as waste management and food standards. The legislative consent process has also become a point of friction, with an increasing number of bills being passed by the UK Parliament without the formal consent of the Scottish Parliament. Organizations operating across these jurisdictions face the challenge of “pulling apart” priorities in energy, industrial strategy, and taxation, making a unified UK political monitoring strategy essential for maintaining regulatory consistency.

Speed of Media-Political Convergence

The convergence of media and politics has accelerated the speed at which policy narratives evolve. In 2026, parliamentary debates and select committee proceedings frequently escalate into broadcast narratives and viral social media campaigns within minutes. This convergence means that a minor amendment tabled to a Statutory Instrument (SI) can become a major reputational threat if not detected and addressed early. Furthermore, the shrinking of the traditional press corps has forced public affairs teams to pivot toward building deeper, data-led relationships with a core group of influential journalists and analysts.

AI Amplification of Policy Narratives

Generative AI has fundamentally altered how stakeholders interact with political information. A significant portion of the public, and even policymakers themselves, now consume news and policy updates through AI-powered assistants and generative search engines rather than traditional sources. This shift creates a “compression” risk, where nuanced policy arguments are flattened into simplified AI outputs that may lack necessary context or nuance. Moreover, the use of AI to power coordinated disinformation campaigns means that public affairs teams must monitor not just what is being said, but how AI models are “synthesizing” the narrative surrounding their organization or industry.

 

Feature of 2026 Environment Strategic Impact on Organizations Monitoring Requirement
Regulatory Acceleration Agencies moving faster than legislatures. Regulatory monitoring software.
Devolution Reform Senedd expansion and proportional voting. Expanded stakeholder intelligence.
Legislative Gaps Expiration of REUL powers in June 2026. Parliamentary monitoring software.
AI Synthesis Shift from search results to AI summaries. Generative engine optimisation.
Geopolitical Risk Conflict as a structuring factor in ERM. Geopolitical risk tracking.

 

Five Strategic Reasons Organisations Need Political Monitoring

As the role of public affairs shifts from tactical communications to strategic risk management, the necessity for robust political monitoring tools becomes undeniable. Organizations that fail to institutionalize these processes risk falling behind in a landscape where information is the primary currency of influence.

1. Anticipate Legislative and Regulatory Risk

The primary function of political monitoring is to provide an early warning system for legislative and regulatory shifts. In the United Kingdom, the vast majority of law changes occur through secondary legislation or Statutory Instruments (SIs), which are often technically complex and difficult to follow through the standard parliamentary record. Specialized parliamentary monitoring software allows teams to track the progress of these instruments in real-time, providing links to key documents and committee reports that would otherwise be missed.

Early-stage monitoring is particularly critical during the consultation phase. By identifying government calls for evidence or pre-legislative scrutiny at the “draft bill” stage, organizations can provide input before political positions are firmly set. This “anticipated reaction” helps ensure that policy outcomes are more carefully considered and aligned with industry realities.16 For industries such as financial services or energy, where technical reforms like the “AOA” tax alignment or the “Renewables Obligation” indexation are common, the ability to track granular amendments can prevent significant operational disruption.

2. Protect Reputation in a Converged Media-Political Environment

In 2026, an organization’s reputation is increasingly defined by its presence within high-authority policy dialogues. Parliamentary scrutiny is a highly public affair, with debates and committee sessions televised and recorded in the permanent record of Hansard. When a company is mentioned in these forums, the narrative can quickly transition into mainstream media, where it is often amplified by AI-driven news summaries.

Public affairs monitoring enables teams to detect these mentions instantly, allowing them to provide context or corrections before the narrative becomes entrenched. Furthermore, the rise of “narrative intelligence” tools helps organizations detect the early signs of disinformation or coordinated reputational attacks that target specific policy areas. In an environment where authenticity is the ultimate differentiator, being able to ground one’s external storytelling in the “internal reality” of corporate governance and documented public positions is essential for maintaining stakeholder trust.

3. Map and Manage Stakeholder Influence

Modern public affairs is no longer about managing a simple list of contacts; it is about understanding a complex “influence ecosystem”. A stakeholder intelligence platform provides the ability to map the networks of advisors, researchers, and NGOs that surround key decision-makers. By tracking the shifting stances of these actors through their social media signals, media mentions, and parliamentary contributions, organizations can identify emerging champions and potential adversaries long before a vote takes place.

These platforms also play a vital role in maintaining “institutional memory.” In an era of high turnover among political staffers and corporate public affairs professionals, having a centralized repository of engagement history ensures that relationships are not lost when individuals move on. This coordinated approach prevents “duplicate outreach” and ensures that the organization presents a unified voice to the government across different departments and jurisdictions.

4. Embed Governance and Compliance

The governance requirements for large organizations have significantly increased with the full implementation of Provision 29 of the UK Corporate Governance Code in 2026. This provision requires boards to provide a formal declaration regarding the effectiveness of their “material controls,” which explicitly includes compliance and narrative reporting related to political and regulatory risk. Political monitoring provides the necessary audit trail to prove that the board is actively overseeing these risks and has established robust systems for identifying regulatory threats.

Compliance also extends to the transparency of lobbying activities. The UK’s Transparency of Lobbying Act and the proposed reforms in the Representation of the People Bill 2026 require accurate and timely reporting of engagements with ministers and permanent secretaries. Political monitoring software automates the collection of this data, reducing the administrative burden on teams while ensuring that the organization remains on the right side of transparency registers and ethical codes of conduct.

5. Compete in the Generative AI Era

One of the most profound shifts in 2026 is the standardisation of “answer-first” discovery. Users no longer browse a list of links; they receive a synthesized answer from an AI model. To remain visible, organizations must engage in Generative Engine Optimisation (GEO), which focuses on ensuring that their content is cited as a trusted source by AI systems like ChatGPT, Perplexity, and Google Gemini.

AI models prioritize “reference-grade” material, such as expert commentary, original research, and authoritative journalistic coverage. Political monitoring allows teams to identify the specific sources and publications that AI engines are currently prioritizing, enabling them to focus their PR efforts where they will have the most impact on machine-generated answers. By tracking these AI “citations,” public affairs teams can ensure that their organization’s policy positions are correctly represented in the summaries that now guide the decisions of citizens and policymakers alike.

 

Strategic Priority Monitoring Tool / Strategy 2026 KPI
Risk Mitigation Parliamentary monitoring software. Early detection of SI amendments.
Reputation Public affairs monitoring / Narrative AI. Reduction in response time to policy crises.
Relationship Management Stakeholder intelligence platform. Consistency of institutional memory.
Corporate Governance Board-level political risk reporting. Effective “Provision 29” declarations.
Digital Visibility Generative engine optimisation (GEO). Frequency of citation in LLM answers.

 

What Happens Without Political Monitoring?

Organizations that operate without a structured approach to political monitoring in 2026 find themselves in a position of perpetual reactivity. In a high-velocity environment, being “late to the conversation” is often equivalent to being excluded from it entirely.

The most immediate consequence is a reliance on reactive crisis management. Without the early warning signals provided by legislative tracking, teams only become aware of policy changes after they have been publicized or implemented, leaving them with no room to influence the outcome. This often leads to missed consultation windows, where the opportunity to provide evidence or propose amendments has already passed, resulting in legislation that is poorly suited to the organization’s operational reality.

Furthermore, the lack of a centralized stakeholder intelligence platform leads to fragmented alerts and “duplicate outreach,” where different parts of the same organization may unknowingly send conflicting messages to the same policymaker. This incoherence erodes trust and diminishes the organization’s standing in the eyes of the government. At the board level, a lack of monitoring creates a significant governance gap, as leaders are unable to provide the data-backed assessments of political risk now required by corporate codes, leading to increased regulatory exposure and potential budget cuts for the public affairs function.

 

The Strategic Future: From Monitoring to Predictive Political Intelligence

By 2026, the leading edge of the profession has moved beyond passive tracking toward “predictive political intelligence”. This evolution is driven by the integration of advanced AI tools directly into the public affairs workflow, enabling teams to move from “what happened” to “what is likely to happen”.

AI-Assisted Policy Summarisation

The sheer volume of political data—from thousands of pages of Hansard to hundreds of regulatory filings—is now unmanageable through human effort alone. AI tools are increasingly used to provide rapid, high-quality summarisation of these documents, extracting key themes, proposed amendments, and potential impacts on specific business units. This allows public affairs professionals to focus their time on strategic advisory and relationship building, rather than manual data entry.

Predictive Political Risk Modelling

Advanced political monitoring software now incorporates machine learning algorithms that can identify patterns in legislative activity. By analyzing the historical behavior of specific committees, the voting records of members, and the shifting sentiment of online policy debates, these tools can assign probability scores to various policy outcomes. This predictive capacity allows organizations to engage in sophisticated scenario planning, preparing response strategies for multiple “futures” long before they materialize.

Human-in-the-Loop Governance

Despite the power of AI, the strategic future of the discipline remains “human-in-the-loop.” AI is excellent at pattern recognition and data summarisation, but it lacks the “political understanding” and “strategic clarity” required to navigate complex moral and relational landscapes. In 2026, the most effective teams are those that combine machine intelligence with human judgment, ensuring that AI-generated insights are reviewed and contextualized by experts who understand the “unspoken” dynamics of the political world.

Integration into Enterprise Risk Management (ERM)

Finally, the strategic future of political monitoring lies in its full integration into Enterprise Risk Management (ERM) frameworks. Political and geopolitical risks are no longer treated as “external context” but as core operational parameters that must be hedged and managed like any other financial or technological risk. Board-level reports in 2026 center on “clarity, speed, and actionability,” using real-time dashboards to link political developments directly to strategic implications and capital allocation decisions.

In conclusion, political monitoring in 2026 has evolved into a sophisticated, AI-enhanced discipline that is essential for any organization seeking to thrive in a volatile regulatory and information environment. By providing early warnings of legislative risk, protecting reputational assets, managing complex stakeholder ecosystems, and ensuring governance compliance, it has become a non-negotiable component of modern corporate leadership. As the landscape continues to shift toward predictive intelligence and generative synthesis, the ability to monitor and influence the political world will remain the ultimate differentiator for successful public affairs teams.

Frequently Asked Questions

  1. What is political monitoring in a 2026 context? It is the systematic use of AI-enhanced tools to track and analyze legislative, regulatory, and stakeholder data to identify risks and manage an organization’s strategic response.
  2. Why is “Provision 29” of the UK Corporate Governance Code important? It requires boards to formally declare the effectiveness of their material controls over political and regulatory risks, making robust monitoring an audit requirement.
  3. Can political monitoring software track devolved administrations like the Senedd? Yes, modern tools are specifically designed to handle the complexity of the UK’s devolved landscape, including the 2026 expansion of the Welsh Senedd.
  4. How does AI improve political risk monitoring? AI provides rapid policy summarisation, identifies patterns in stakeholder behavior, and enables predictive modelling for scenario planning, allowing for more proactive engagement.
AMEC AI insight

Top 10 AI Media Monitoring Tools in 2026

The communication landscape in 2026 is defined by a profound shift from the traditional “information age” into what global analysts term the “Intelligence Age”. For communications leaders, the proliferation of digital data has rendered manual oversight obsolete, as the sheer volume of narratives across traditional editorial news, social platforms, and generative search engines requires a level of processing speed that only artificial intelligence can provide. Organisations are no longer merely placing scattered bets on emerging technologies but are deeply embedding AI media monitoring tools into their core workflows to scale their strategic investments and drive measurable business outcomes.

What Are AI Media Monitoring Tools?

AI media monitoring tools are integrated intelligence platforms that leverage advanced natural language processing, machine learning models, and generative AI to automatically identify, categorise, and evaluate media coverage across a global spectrum of channels. In 2026, these tools have moved beyond simple keyword-matching systems to become sophisticated “External Intelligence” modules that provide context-aware analysis of a brand’s reputation. They function by capturing data from millions of sources—including 30,000+ newspapers, 3 million+ news sites, 12,000+ broadcast stations, and thousands of podcast titles—standardising this information within seconds of publication.

The fundamental difference between traditional media monitoring and modern AI tools for media monitoring lies in the transition from reactive tracking to proactive intelligence. Traditional systems operated on static Boolean searches, delivering a “clipping” service that documented past mentions. Conversely, best AI media monitoring software in 2026 utilizes semantic understanding to interpret the “why” behind conversation spikes, identify narrative drift, and predict future reputational trajectories before they impact the bottom line.

For the purpose of strategic alignment, AI media monitoring tools can be defined as follows:

Strategic AI media monitoring tools are purpose-built intelligence suites designed to synthesise billions of disparate data signals into cohesive narrative perspectives, enabling communications professionals to map stakeholder dynamics, anticipate story momentum, and measure the authentic impact of their engagement strategies against organisational goals.

How AI Has Changed Media Monitoring in 2026

The year 2026 represents an inflection point for the communications industry, where AI has evolved from a novelty assistant into the “operating system” for successful public relations teams. This transformation is characterised by several key technological shifts that have redefined the scope of media intelligence.

Predictive vs. Reactive Alerting Mechanisms

Historically, the value of a monitoring service was measured by its “speed to alert.” In 2026, the focus has shifted to “speed to foresight”. Predictive media monitoring platforms now use historical pattern analysis and growth velocity indicators to model the potential reach and engagement of a developing story. This allows teams to identify whether a trend is in a catalyst phase, a virtuous circle, or nearing its peak, facilitating more effective timing for media outreach or crisis mitigation. Predictive KPIs now allow for 90-day forecasting of hits, reach, and engagement metrics with high statistical accuracy.

Narrative Clustering and Semantic Mapping

The fragmentation of the media landscape into niche forums, social channels, and traditional editorial outlets has made it difficult to see the “big picture” through individual mentions. Narrative intelligence software now uses semantic AI to cluster raw data into cohesive “Stories” and “Perspectives”. This provides a high-level view of how different stakeholder groups—such as regulators, consumers, or technical communities—are framing a brand’s actions. By mapping these narrative arcs, communications leaders can detect the precise moment a strategic opportunity begins to shift toward a reputational risk.

Generative AI Summarisation and Assistant Workflows

Generative AI in communications has automated the most time-consuming aspects of the PR workflow: the analysis and summarisation of large datasets. Features like conversational AI assistants allow users to query their media data using natural language, asking questions like “What are the primary drivers of our negative sentiment in the APAC region this week?”. These tools instantly generate executive-ready intelligence digests that explain the story behind the numbers, reducing the reliance on manual reporting and spreadsheets.

Multi-Stakeholder Intelligence and Mapping

Media monitoring in 2026 has expanded its aperture beyond customers to encompass a “360-degree view” of the entire stakeholder ecosystem. Stakeholder intelligence platforms now continuously track perceptions among employees, investors, regulators, and the general public, connecting these perceptions to actual behaviours such as purchase intent or recommendation rates. This allows corporate affairs and ESG leaders to prove their impact with credible, stakeholder-driven data rather than isolated media metrics.

Misinformation Detection and Narrative Integrity

In an era of deepfakes and synthetic content, maintaining “narrative integrity” has become a central challenge for communications professionals. Best AI media monitoring software now includes specialized modules for detecting unusual patterns in content propagation, flagging potential bot-driven misinformation campaigns before they reach mainstream audiences. These systems filter out noise and “AI slop,” ensuring that communications teams respond only to genuine signals that could impact brand trust.

Broadcast Transcription and Multimedia Intelligence

Traditional monitoring often struggled with non-textual data, but the 2026 suite of tools uses advanced vision encoders and automated speech-to-text (ASR) to monitor 12,000+ broadcast sources and 70,000+ podcast titles in real-time. AI-powered logo recognition and scene detection allow brands to track their visual presence in video content, even when they are not mentioned by name. This “multimodal” capability is essential for founders and enterprises alike who wish to dominate both human attention and AI knowledge graphs.

AI-Assisted Measurement and ROI Frameworks

The move toward AI in PR has finally enabled the industry to move past outdated metrics like Advertising Value Equivalency (AVE) toward sophisticated impact measurement. By aligning media data with business KPIs—such as lead generation, website traffic, or sentiment shifts within a specific regulatory segment—AI tools provide a clear link between communications activity and business growth. These systems are designed to comply with the AMEC Integrated Evaluation Framework, ensuring that measurement is strategic and outcome-oriented.

Monitoring Capability Traditional Method AI-Driven Method (2026)
Alerting Reactive (Keyword triggers) Predictive (Pattern & velocity triggers)
Context Manual review Automated narrative clustering
Data Scope Editorial and major social Omnichannel including LLM outputs & podcasts
Sentiment Positive/Negative/Neutral Contextual emotion & intent analysis
Reporting Static periodic reports Real-time narrative summaries & AI assistants
Measurement Outputs (Mentions, Reach) Outcomes (Sentiment shift, Behavioural change)

 

How to Evaluate AI Media Monitoring Software

With the market for AI tools for media monitoring becoming increasingly saturated, communications leaders must apply a rigorous evaluation framework to ensure they select a platform that offers genuine strategic value rather than just “flashy demos”.

Predictive Intelligence and Forecast Accuracy

The most critical factor is the platform’s ability to turn historical data into forward-looking intelligence. Evaluators should ask for evidence of a tool’s “90-day forecasting” accuracy and its ability to identify “spike detection” before the event reaches a mainstream threshold. High-performing systems use trillions of data points to train their models, ensuring that predictions are grounded in reality.

Narrative Detection and Clustering Sophistication

Effective narrative intelligence software must be able to group related mentions into high-level “Stories” while identifying the different “Perspectives” within them. This goes beyond basic tagging; it requires a deep semantic understanding of how themes are evolving and which influential voices are shaping the discourse. The tool should be able to distinguish between different types of mentions—such as a developer discussing a repository on GitHub versus an investor commenting on a financial forum.

Public Affairs and Regulatory Integration

For organisations in regulated sectors like finance, healthcare, or energy, the integration of public affairs data is essential. The platform should monitor legislative sessions, regulatory change, and political influencer activity alongside editorial news. A unified view that connects media sentiment with political developments allows for a more comprehensive assessment of reputational risk.

Measurement and ROI Framework Alignment

Communications leaders should prioritise platforms that facilitate measurement based on the AMEC Integrated Evaluation Framework. This includes the ability to set synergistic objectives, conduct baseline measurements, and track outcomes and impact rather than just outputs. Features like “PR Custom Scoring” and “Website Traffic Insights” through UTM links are vital for proving the ROI of communications efforts to the C-suite.

Regional Data Depth and Multilingual Support

Global organisations require a platform with deep regional coverage and the ability to process data in local languages. In 2026, this means more than simple translation; it requires a “cultural anchoring” that understands the nuance of local media landscapes, particularly in complex regions like APAC or the Middle East. Check for localized interfaces and support in languages such as Korean, Simplified Chinese, and Traditional Chinese.

Multimedia and Multimodal Coverage

The modern media landscape is increasingly audio-visual. Evaluation must include the platform’s ability to monitor 12,000+ broadcast sources, 25,000+ podcasts, and visual-first social channels like TikTok and Instagram. Proprietary logo recognition that can detect 30,000+ brand logos in video frames is a benchmark for top-tier visual analytics.

Human Oversight vs. Full Automation

While AI handles the high-volume “grunt work,” human expertise remains the “compass” that provides context and sincerity. The best platforms offer a hybrid service model—managed monitoring with expert curation for high-stakes reports, combined with self-service dashboards for day-to-day tracking.

Evaluation Metric High-Maturity Platform Basic Monitoring Tool
Forecasting Predictive KPIs No predictive capability
Narrative Tracking Clusters data into “Stories” Simple keyword lists
Stakeholders Maps multiple stakeholder groups Focuses only on consumers
AI Access Tracks brand presence in LLMs No LLM/AEO visibility
Multimedia Real-time TV/Radio & Podcasts Text-only or delayed broadcast
Integration Connected to CRM & Public Affairs Siloed data

 

Top 10 AI Media Monitoring Tools in 2026

The following ranking represents the best AI media monitoring software available in 2026, categorised by their primary strengths and suitability for different strategic objectives.

1. Vuelio

Vuelio is positioned as the definitive “organisational story-management platform,” making it the top choice for communications leaders who require a unified view of politics, editorial news, and social media. It is particularly strong for public affairs teams and organizations operating in the UK and European markets, where the intersection of government policy and media narrative is most critical.

Vuelio started 2026 by bringing in its groundbreaking Lumina AI suite. Lumina is specifically designed to shift PR and communications professionals from passive monitoring into the role of strategic pacesetters.

The Lumina suite is trained on the actual workflows of modern communications, focusing on enhancing message clarity and early risk detection. Its Stories & Perspectives module is a 2026 benchmark for narrative intelligence software, clustering millions of data points into cohesive high-level topics while identifying the distinct audience and public affairs angles within them.8 This allows leaders to rise above the noise and identify which topics are gaining momentum and which influential voices are shaping the discourse.

Vuelio’s 2026 suite focuses on providing “actionable intelligence” to help organisations make their story matter in an age of information overload. It features the industry’s most powerful media list, providing direct access to over one million journalists, MPs, expert bloggers, and influencers from nearly 200 countries. This database is editorially verified and constantly updated, ensuring that teams always reach the right people for their campaigns. The platform also includes comprehensive monitoring for broadcast, print, online, and social media, providing real-time feedback to refine communication strategies.

Key Advantages for 2026:

  • Lumina AI Suite: Purpose-built for PR and public affairs to map narrative trajectories.
  • Public Affairs Integration: Specialized tools for tracking political activity, MPs, and legislative shifts.
  • Comprehensive Media Database: Access to 1 million+ verified profiles with deep filtering capabilities.
  • Evaluation and Analytics: Real-time reporting on reach, impressions, and message pull-through.

Vuelio is ideally suited for teams that need to manage complex corporate reputations and navigate public affairs alongside traditional PR activity.

2. Cision

Cision remains one of the largest all-in-one PR platforms globally, and in 2026 its CisionOne suite continues to position itself as an end-to-end communications operating system. Its scale is considerable, with a vast journalist database and integrated distribution via PR Newswire.

However, that breadth is also where trade-offs begin to emerge. The platform’s AI capabilities—while robust in terms of automated summaries, monitoring, and dashboarding—are heavily oriented toward workflow efficiency rather than deep narrative interpretation. The CisionOne React Score, for example, provides real-time performance indicators, yet these metrics can prioritise volume and visibility over contextual nuance.

For large enterprise teams, complexity can also be a constraint. The integration of distribution, monitoring, and measurement into a single ecosystem may reduce vendor fragmentation, but it can introduce operational heaviness. Public affairs integration, particularly parliamentary and stakeholder relationship mapping, is not as deeply embedded as in platforms purpose-built for regulated environments.

Summary: Comprehensive and scalable, but stronger on operational breadth than strategic narrative or public affairs intelligence.

3. Meltwater

Meltwater’s positioning around “Outside Insight” and its GenAI Lens feature reflects an ambitious attempt to capture the AI media monitoring narrative. The GenAI Lens, which tracks how brands appear within LLM-generated responses, is a forward-looking feature in the age of generative search.

Yet the platform’s scale—spanning hundreds of thousands of news sources and multiple social channels—can introduce signal dilution. Large volumes of automated insight do not necessarily equate to strategic clarity. The Mira Studio assistant provides generative summaries, but like many AI-driven tools, it risks flattening complex stakeholder dynamics into digestible yet simplified narratives.

Integration across media, social, and consumer intelligence is technically impressive, but organisations operating in public affairs-heavy or highly regulated sectors may find the platform less tailored to political monitoring or legislative tracking. As enterprise deployments grow, cost structures and configuration complexity can also become a consideration.

Summary: Powerful in scale and LLM visibility, but volume-led intelligence may require significant interpretation to support nuanced public affairs strategy.

4. Talkwalker (by Hootsuite)

Talkwalker’s Blue Silk AI engine is frequently cited for its emotion analysis and predictive modelling capabilities. Its visual recognition system—capable of detecting thousands of brand logos in images and video—makes it particularly appealing to global consumer brands.

However, its strength in visual and social listening does not always translate into equivalent depth in stakeholder intelligence or political risk analysis. The predictive modelling tools focus primarily on engagement and reach trajectories rather than regulatory impact or governance exposure.

Now embedded within the Hootsuite ecosystem, Talkwalker integrates seamlessly with social publishing workflows. For organisations focused on social performance, this is advantageous. For public affairs teams, however, the emphasis on consumer-facing platforms may not fully address the complexities of legislative monitoring or parliamentary scrutiny.

Summary: Exceptional for visual and social forecasting, but less aligned with public affairs–centric intelligence requirements.

 

5. Isentia

Isentia remains the #1 media intelligence platform in the APAC region, celebrated in 2026 for its new AI integrations.

Isentia’s data coverage is peerless in the Asian markets, monitoring 6,000,000 data sources across TV, radio, press, and social media. The platform also utilizes Lumina AI the latest machine learning for real-time analytics and provides “spike alerts” that allow for immediate crisis response. Their award-winning media insights team adds a critical layer of human intelligence to the AI-driven data, helping to evaluate performance and protect brand reputation across diverse cultures and languages.

Key Advantages for 2026:

  • Regional Dominance: Unmatched coverage of APAC markets with multilingual support in English, Chinese, and Korean.
  • Broadcast Leadership: Real-time TV and radio monitoring with voice-to-text transcripts.
  • Outcome-Based Measurement: Linking media activity directly to business objectives and stakeholder sentiment.

Isentia is the essential platform for multinational organisations and government agencies operating in the Asia-Pacific region who require deep, culturally anchored intelligence.

 

6. Brandwatch

Brandwatch’s Iris AI and Ask Iris conversational assistant make large-scale consumer listening accessible and intuitive. Its entity disambiguation and historical data archive are technically impressive, particularly for marketing-led analysis.

That said, the platform’s orientation remains firmly consumer-centric. While it excels at tracking brand sentiment, influencer engagement, and customer journey friction points, it is less structured around governance frameworks or public policy monitoring. Stakeholder mapping across regulators, MPs, or industry bodies is not a core capability.

For enterprise marketing teams, this consumer depth is valuable. For communications leaders navigating regulatory scrutiny or cross-border political complexity, additional layers of interpretation or supplementary tools may be required.

Summary: Strong consumer intelligence engine, but limited integration with formal stakeholder and public affairs workflows.

7. Muck Rack

Muck Rack has evolved its AI capabilities through Media List Agent and PressPal.ai, embedding automation directly into media relations workflows. Its journalist targeting intelligence is highly regarded within press-office environments.

However, the platform’s AI remains primarily focused on outreach optimisation rather than holistic media monitoring intelligence. While it offers monitoring and visibility tracking, predictive modelling and narrative clustering are not central differentiators.

For teams centred on earned media pitching, this workflow integration is efficient. For organisations seeking broad cross-channel narrative intelligence—spanning broadcast, policy, and stakeholder ecosystems—the tool can feel narrower in scope.

Summary: Highly effective for AI-assisted media relations, but limited as a standalone strategic intelligence platform.

8. Signal AI

Signal AI positions itself as an “External Intelligence” provider, with AIQ technology designed to surface risk and regulatory signals at scale. Its emphasis on executive briefings and risk detection resonates with C-suite audiences.

Yet its specialisation in risk sensing can also narrow its broader communications utility. While strong in identifying potential threats and regulatory developments, it does not always provide the narrative layering or stakeholder relationship mapping necessary for proactive engagement strategies.

In highly complex communications environments, Signal AI may function more as an early-warning system than as a fully integrated public affairs platform.

Summary: Strong for enterprise risk detection, but less comprehensive in stakeholder engagement and narrative intelligence.

9. Onclusive

Onclusive’s AI Sense technology enables rapid classification and sentiment analysis across a substantial volume of earned media. Its Global Content Hub provides significant source depth, particularly for international enterprise clients.

The platform’s flexibility—offering both managed services and self-service dashboards—appeals to organisations seeking operational support. However, its AI emphasis is primarily on enrichment and summarisation rather than predictive modelling or complex stakeholder intelligence integration.

While reporting outputs are polished and presentation-ready, deeper strategic interrogation of narrative formation or political exposure may require additional analytical input.

Summary: Reliable for global monitoring and automated reporting, but lighter on predictive narrative intelligence.

10. Agility PR Solutions

Agility PR Solutions targets mid-market teams with usability and AI-assisted drafting tools such as PR CoPilot and its AEO Content Optimizer. These features streamline outreach and improve discoverability in AI-driven search environments.

However, the platform’s AI capabilities are concentrated on content optimisation and workflow efficiency rather than comprehensive predictive monitoring. While Intelligent Insights provides summarised coverage trends, it does not extend deeply into complex stakeholder or public affairs ecosystems.

For teams prioritising simplicity and ease of deployment, Agility performs well. For organisations operating within politically sensitive or heavily regulated contexts, its scope may feel comparatively limited.

Summary: Efficient and accessible AI-assisted monitoring, but narrower in strategic and governance integration.

 

AI Media Monitoring Tools: Frequently Asked Questions

What are AI media monitoring tools?

AI media monitoring tools are intelligence platforms that use artificial intelligence—specifically NLP, machine learning, and generative models—to automatically track, analyze, and interpret media mentions across traditional and digital channels. They go beyond simple clipping services to provide narrative intelligence and predictive alerts.

How can brands benefit from AI mention analysis?

Brands use AI analysis to identify emerging reputational risks, track campaign ROI with precision, and understand the “why” behind conversation spikes. In 2026, a critical benefit is visibility into how AI models (like ChatGPT) describe and position the brand to users.

Are there any free tools for monitoring AI mentions?

Google Alerts remains a basic free option for tracking keywords, though it misses social media and broadcast content and provides no analysis. Some platforms like Brandwatch and Agorapulse offer free versions or trials with limited features.

What is the difference between sentiment and emotion analysis?

Sentiment analysis typically categorizes content as positive, negative, or neutral based on language patterns. Emotion analysis is more granular, identifying specific feelings like joy, frustration, or confusion, which provides deeper context into audience motivations.

 

The Strategic Future of AI in Media Monitoring

The future of AI in media monitoring is moving toward “Multi-Agent Orchestration”. Instead of single monolithic models, communications teams in 2028 will likely deploy teams of specialized agents coordinated by a “super agent” that can plan and execute entire workflows. These agents will be sector-specific, trained on the specialized data of finance, healthcare, or public affairs to provide even deeper diagnostic capabilities.

Interoperability will become the true competitive differentiator. As protocols like the Model Context Protocol (MCP) become standard, AI agents will be able to communicate across different platforms, pulling data from a monitoring tool and feeding it directly into a CRM or a CMS to automate reputation management. This will shift the role of the PR professional from a data analyst into an “Architect of Authority,” where the primary task is governing the AI systems that protect and amplify the brand’s narrative.

The end goal for any high-performing communications team in 2026 is the creation of a “Homeostatic Reputation Platform”—a system that continuously monitors the operating environment and automatically suggests or takes corrective actions to maintain brand trust. In this vision of the future, AI media monitoring tools are the “optic nerve” of the organization, ensuring that leaders always see the world clearly, act with sincerity, and measure their success with absolute transparency.

 

Bad PR habits

How to Pitch Journalists Today: What Gets Read, What Gets Ignored, and Why

Key Takeaways: The 2026 Media Relations Playbook

The contemporary landscape of UK media relations is defined by extreme fragmentation, shrinking newsrooms, and the rapid ascent of generative search technologies. To secure earned media coverage in 2026, public relations practitioners must transition from volume-based outreach to a model centered on high-relevance, data-backed storytelling and multimedia integration.

Introduction: The Landscape of UK Media Relations

The traditional top-down model of media communication has been permanently replaced by a lateral, multi-platform ecosystem where news narratives move in a non-linear fashion. In this environment, the journey of a story is no longer a straight line from the public relations team to the newsroom and then to the audience; it is a “pinball machine” where narratives leap between social media sub-communities, hyper-local platforms like Reddit, and mainstream broadcasting. This fragmentation has profound implications for how brands manage their reputation and engage with the press.

Recent data from the Reuters Institute Digital News Report indicates a sharp decline in traditional media consumption among UK audiences, with print and broadcast both falling. Consequently, newsrooms are pivoting towards online-first, mobile-led strategies to capture fragmented attention. 

Bar charts comparing how news stories such as AI for heart health, RAAC crisis and zero-hours contracts are distributed across online news, podcasts, radio, TV, X, blogs and forums in media monitoring analysis.

For the PR professional, this means the competition for space is fiercer than ever. Newsrooms have shrunk, leaving fewer journalists to handle a higher volume of more complex, cross-platform stories.

Vuelio research highlights that journalists are increasingly time-poor, managing multiple content channels from traditional articles to vertical videos and podcasts. This resource scarcity has shifted the power dynamic; journalists are no longer looking for mere story ideas but for support from PRs who can understand their challenges, provide the necessary data, experts, and multimedia assets to complete a story with minimal friction.

The year 2025 marked a difficult period for the industry, where economic pressures and the influx of “AI slop” and misinformation forced a return to core values of trust and credibility. As newsrooms adopt formal AI policies, the requirement for verified, human-led storytelling has become a prerequisite for coverage. Practitioners must navigate this “modern media maze” not as an obstacle, but as a map of alternative routes to their audience.

 

The Anatomy of a Perfect Pitch: Breakdown of the Subject Line, the Lead, and the CTA

The successful pitch in 2025 is an exercise in precision. With newsrooms operating at capacity, the margin for error is non-existent. A practitioner must capture attention in the seconds it takes an editor to scan an inbox. This requires a structural understanding of the three critical components of an email: the subject line, the lead, and the call to action (CTA).

The Subject Line as the Digital Gatekeeper

The subject line is the most important element of any outreach campaign. Research into journalist behavior shows that short, snappy subject lines between 8 and 10 words (approximately 65 characters) are the most effective.23 This length ensures the text is not truncated on mobile devices, which is where many journalists first scan their notifications.

Strategic subject lines often function as “pre-emails” that tell the story before the message is even opened. The most successful tactics include mocking up a headline that matches the publication’s style, which allows the editor to envision the story in their section. For instance, using a data-led hook such as “STUDY: London energy bills to rise by 15% in Q4” is more likely to be opened than a generic title like “Energy News for your consideration”.

 

Subject Line Type Effective Example Psychological Trigger
Data-Driven “45% of UK SMEs fear bankruptcy by 2026” Curiosity driven by statistical significance.
Headline Mockup “Why the TikTok ban will reshape UK retail in 2025” Newsroom-ready formatting for easy adoption.
Exclusive Asset “EXCL VIDEO: Inside the world’s first AI-run warehouse” FOMO and the need for high-value multimedia.
Urgency/Newsjack “Expert Comment: Today’s interest rate hike and first-time buyers” Immediate relevance to the current news cycle.

The Lead: The Inverted Pyramid in Practice

The lead paragraph must immediately answer the “so what?” factor. In accordance with the inverted pyramid structure, the most critical information—who, what, where, when, and why—must appear in the first two sentences. Successful leads in the current era often include a “why now” hook that ties the story to a larger cultural trend, a policy announcement, or a recent data spike.

Instead of focusing on what the brand wants to say, the lead must focus on what the audience wants to hear. This requires a deep understanding of the “User Needs Model,” which categorizes audience motivations into four categories: knowledge, understanding, doing, and feeling. As media outlets move toward “slow journalism” and constructive news, leads that offer to “inspire” or “give perspective” are increasingly prioritized over simple updates.

The Call to Action: Reducing Newsroom Friction

The pitch should conclude with a clear, concise ask that reduces administrative work for the journalist. In 2025, this means providing immediate access to assets rather than asking for interest first. A professional CTA might offer high-resolution imagery, a pre-recorded video interview, or a specific time slot for a spokesperson.

A vital part of the CTA is ensuring that all links are functional and lead to a dedicated media pack or a “newsroom-ready” landing page. This approach respects the journalist’s workflow and increases the likelihood of adoption, as it provides a complete “electronic news package” that the AI-assisted newsroom can easily parse.

 

Why Journalists Hit ‘Delete’: Common Mistakes that Damage Your Reputation

Understanding the reasons for rejection is the first step toward refining a media relations strategy. In a landscape where only 7% of pitches are considered relevant, the “delete” button is the journalist’s primary tool for managing an overwhelmed inbox.

The Perils of “Spray and Pray” Tactics

The most frequent reason for a pitch being ignored or blocked is a lack of relevance to the journalist’s beat or audience. Automated, mass-distributed emails that treat every journalist as a generic contact are a waste of time and a risk to the agency’s long-term reputation. The “User Needs Model” suggests that different outlets have very specific brand requirements; pitching a high-level technical piece to a tabloid editor, or a gossip-based story to a trade publication, signals a total lack of research.

The Influx of “AI Slop” and Misinformation

As 2025 progressed, the industry saw a surge in low-quality, AI-generated content—often referred to as “slop”—which has made journalists hyper-vigilant. Pitches that sound automated, lack a human voice, or provide unsourced data are immediately dismissed. Furthermore, the rise of “fake experts” has led to a trust crisis; the CIPR and PRCA have both called on journalists to verify the credentials of any source through publicly available professional registers.

 

Pitch Killer Consequence Professional Fix
Generic Lists Permanent “Blocked” status for the domain. Manual prospecting and bespoke media lists.
Massive Attachments Triggers spam filters or crashes mobile browsers. Use high-quality links to dedicated media packs.
Over-selling/Hype Loss of credibility as a reliable news source. Lead with facts, data, and neutral expert quotes.
Lack of “Why Now” Pitch is archived for “slow news days” (and never read). Tie every pitch to a trend, seasonal event, or data spike.

 

Data-Driven Pitching: How to Use Media Intelligence to Time Your Outreach

In the modern media cycle, timing is not just about the day of the week; it is about the “seasonality of interest”. Vuelio’s data-driven insights allow practitioners to map their outreach to the predictable peaks of the news calendar, ensuring that pitches arrive when journalists are actively seeking specific content.

The Five Qualities of a Newsworthy Story

To determine if a story is truly ready for distribution, practitioners should measure it against the five qualities that journalists prioritize: Impact, Timeliness, Prominence, Proximity, and Oddity. A story is newsworthy if it affects a large number of people (Impact), relates to a current event (Timeliness), involves a recognizable name or brand (Prominence), is geographically relevant (Proximity), or is genuinely surprising (Oddity).

However, not all data is equal; original research involving 2,000+ respondents or in-depth executive interviews is required to provide the “fresh insight” that separates a hero campaign from a routine update.

Strategic Timing: The “News Day” Dynamics

While the news cycle is 24/7, the administrative habits of the newsroom remain consistent. The highest news consumption and reading rates occur on Tuesdays, Wednesdays, and Thursdays. Correspondingly, these are the best days for pitching, as journalists are in the “story planning” phase rather than the “deadline race” of Monday morning or Friday afternoon. For topical news, readership is extremely concentrated, with 86% of the audience engaging within the first three days of publication, making speed and timing essential for any correction or response.

 

The Impact of AI on Media Relations: Balancing Efficiency with the “Human Touch”

The arrival of AI in 2025 and 2026 means a shift in daily reality for both journalists and PR practitioners. However, the role of AI is shifting from a content generation tool to a strategic “first-class communications channel”.

The Necessity of Multimedia Assets

The “video-fication” of everything has redefined the modern newsroom.21 PA Media and other national agencies now operate on an “audience first” strategy where video is a central tool, not an afterthought. To stay relevant, PR pitches must include a variety of formats: short-form video (TikTok/Reels style), high-resolution imagery, and “social-ready” infographics.

A story accompanied by a short video clip or an interactive map is far more likely to be picked up than a text-only press release. This multimedia approach also helps with “Search Generative Experiences,” as AI engines prioritize content that includes rich media.

Balancing Automation with Personalization

While 92% of PR teams use generative AI in some form—primarily for brainstorming and content optimization—39% believe the key to success in 2026 lies in strengthening human-to-human relationships. The practitioners who thrive will be those who use AI to do the “mundane tasks” (like drafting initial research summaries or checking grammar) while spending more time on the strategic “judgment calls” that machines cannot make.

The “New Rules” of engagement prioritize intergenerational literacy and foresight over “output craft”. In an era of AI-mediated discovery, high performance depends on disciplined listening and the ability to forge authentic connections that cut through the digital noise.

 

Building Long-Term Relationships Over One-Off Hits

The era of transactional, “link-building only” PR is over. As we move into 2026, the value of an agency is measured not by its volume of clippings, but by its “organizational intelligence” and the depth of its trusted relationships.

Don’t let a pitch be a full stop; it’s the beginning of a potential collaborative partnership. Practitioners should focus on providing the “missing piece” of a story—whether that is a reactive quote, a specific case study, or a unique data set—that makes a journalist’s job easier. This “human-led governance” of the PR-journalist relationship is the only effective defense against the erosion of public trust caused by AI misinformation.

Growth-Focused Metrics

Clients and stakeholders are increasingly demanding “outcome-based” measurements rather than just “outputs”. Success in 2026 is defined by the impact on reputation, the improvement of stakeholder trust, and ultimately, the tangible business results generated by earned media coverage. This requires a shift from celebrating “clever ideas” that went unseen to championing impact that resonates with the target audience.

 

Frequently Asked Questions

What is the best time to email a journalist?

Pitching in the morning—specifically between 9:00 AM and 11:00 AM—allows journalists to include your content in their daily story planning before they hit afternoon deadlines. While news cycles are continuous, and every outlet found on Vuelio Media Database has its own editorial deadlines. 

How long should a media pitch be?

A media pitch should be concise, ideally around 150-200 words in the body of the email. This includes a one-line “hook” explaining why the story matters today, 1-2 sentences of critical facts, and a clear list of available multimedia assets.

Should I follow up with a journalist after sending a pitch?

Yes, but with restraint. One follow-up email is considered ideal, preferably 24-48 hours after the initial pitch. Adding a “new angle” or an additional insight in the follow-up can often re-engage interest. However, persistent contact beyond this can lead to being blocked; 50% of journalists report that repeated chasing is a major reason for blacklisting a PR contact.

What is the “User Needs Model” in journalism?

The User Needs Model is a strategy newsrooms use to focus on audience motivations rather than just “updating” the news. It involves categories like “Inspire me,” “Give me perspective,” and “Educate me”. For PRs, this means tailoring pitches to fulfill these specific needs—for example, by providing an inspiring case study or an expert who can explain the wider context of a trending topic.

A new definition for PR and comms

A new (official) definition for public relations

In a professional landscape often defined by its changeability, the question of what public relations actually is has long been a subject of debate. This month, the Public Relations and Communications Association (PRCA) provided a definitive answer, unveiling a new definition that moves the needle from tactical messaging to strategic value.

The PRCA now defines public relations as:

‘Public relations is the strategic management discipline that builds trust, enhances reputation and helps leaders interpret complexity and manage volatility – delivering measurable outcomes including stakeholder confidence, long-term value creation and commercial growth.’

For the modern practitioner, this update confirms that the most successful comms teams go beyond broadcasting their messaging to become architects of social and reputational capital.

‘Public discourse and concerns related to society, the environment, and international developments mean that it is more critical than ever for organisations to understand the scope of the role of comms,’ was the advice from Stephen Waddington and Dr John White in the white paper ‘Elevating the role of public relations in management‘.

‘Public relations has an important contribution to make to organisations, to their success and to the part that they play in society.’

As the definition of the industry has evolved with the times we work in, the tools comms teams use to navigate the fragmenting landscape have to be just as flexible. With PR increasingly concerned with the strategic management of relationships and commercial growth, the days of spreadsheets and siloed monitoring are over. To meet this new standard, professionals need a unified platform that connects insight, engagement, and impact.

Moving beyond broadcast

The PRCA’s timely update is a shift away from the idea of PR as a delivery function, measured in the volume of what is sent out, towards a model of deeper, multi-direction engagement. This new definition is aligned with the approach Vuelio has been developing over the last few years.

By bringing together a vast media and political database with sophisticated relationship management tools, Vuelio’s fully integrated platforms allow professionals to move away from ‘spray and pray’ distribution and towards a 360-degree view of an organisation’s reputation.

Whether you are reaching out to a key journalist, niche influencer, or political stakeholder, Vuelio ensures you are targeting based on deep data, and can continue to grow and evolve these important relationships.

Media monitoring what makes Vuelio different

Proving the value of PR

The inclusion of ‘value creation and commercial growth’ in the official definition elevates PR to a core business function, but with that elevation comes the pressure of proof. How do you measure a relationship?

Traditional metrics can fail to show real business impact. The modern professional needs to demonstrate how their work influences perception and, ultimately, drives the bottom line.

Vuelio offers AMEC-accredited media insights and real-time analytics, allowing the overlay of media lists onto dashboards to gauge share-of-voice against competitors, track key message penetration, and link coverage directly back to specific campaigns.

Traveling a multi-platform space

The PRCA’s definition acknowledges the many different forms that stakeholders take. Today’s stakeholders are MPs, local councillors, TikTokers, podcasters, and community leaders, as well as traditional journalists. The strategic management of these diverse groups requires a tool that understands this fragmented landscape.

Vuelio is designed for this complexity, bridging the gap between the Westminster bubble and the digital zeitgeist. Whether you are tracking a mention on a niche industry blog, or monitoring a high-stakes debate in the House of Commons, the platform ensures you won’t miss anything important.

SRM for the comms world

If PR is the strategic management of relationships, then a comms practitioner’s stakeholder database is their most important asset. But a standard sales CRM isn’t built for the nuances of the press office.

Vuelio’s Stakeholder Relationship Management (SRM) is purpose-built for the comms world. It allows teams to log every interaction, from a phone call with a producer, to a formal meeting with a civil servant. Preventing the information silos that can plague large agencies or in-house teams, everyone can work from the same playbook – the organisation speaking with one voice, ensuring that messaging remains consistent and reputation is protected.

Future-proofing public relations

The PRCA’s update is a call for the comms industry to step up and claim its place as a strategic powerhouse. PR teams are a direct line to the commercial success and reputational health of the organisations they represent.

Moving past the limitations of manual processes is a must for meeting this modern mandate. The strategic management the PRCA has highlighted requires new levels of flexibility and integration in approach and in the tools at your team’s disposal.

Unifying media monitoring, political intelligence, and stakeholder engagement into one ecosystem makes the work of comms easier and its value, socially and commercially, obvious.

As we look toward the future of the industry, one thing is certain: those who embrace the ‘strategic’ in the new definition, and equip themselves with the technology to deliver on it, will be the ones leading the conversation.

Looking to align your strategy with the new PRCA standards? Discover how our platform can help you manage your relationships, monitor your reputation, and prove your value – request a demo.

Preparing for a cyber crisis

‘Cyber crisis is a completely different animal’: Advice on planning a cyber secure comms strategy

‘The thing to remember: it’s not a normal crisis’ – that’s Joanne Gill’s advice for comms teams. And Joanne would know: her organisation Cyber Crisis Readiness & Response is geared towards helping comms teams who are faced with cyber security crises.

And in today’s climate, every comms team is at risk. Any organisation with an internet connection could be subject to a cyber attack, a data leak, or a deep fake of their c-suite in today’s climate of increased danger. According to Panorama report ‘Fighting Cyber Criminals’, there were an estimated 19,000 ransomware attacks on UK businesses in 2024, and that number is only set to grow.

‘You have to have a separate part of your crisis comms plan, a separate process, a separate mind map. Don’t fall back on your usual muscle memory, because it’s not going to work for you,’ adds Joanne, who equips organisations across the UK with the confidence to withstand and recover from the dangers of a cyberattack.

Read on for what to learn from recent crises that hit the headlines; practical steps for getting started on your plan; and where comms can get particularly complicated…

Lessons to learn from the 2025 summer of cyberattacks

‘All comms teams need to be prepared for something like this to happen to them, and other organisations in their sector. Identify stakeholders, have statements that are ready to go,’ advises Joanne.

Cyberattacks are on the rise

‘The key thing that’s different with a cyber crisis is, how do you actually distribute that? If all of your systems are down (for example, M&S had to revert to pen and paper), how do you distribute your statement to journalists?

‘There’s that added complication of having a distribution list that is not attached to a system which might go down. Ask yourself – do I know how I’m going to contact people? Where am I keeping that information? If I’ve got a crisis communication plan, do I have a paper copy of that? Do the people who are involved in that have a paper copy of it? And how are we going to communicate and actually do our jobs, get approvals for things that we put out when our systems are all down?’

Cyber crisis versus crisis

‘The additional element with a cyber crisis is that you need to be a good corporate citizen. With a cyber crisis, you’re not the sole victim. Your suppliers are potentially victims – it’s going to cost them money, one way or another.

‘All the usual things that you would do in a crisis need to be considered – how do we shore up the reputation of the company? How do we reassure people? How do we say sorry? But you also need to also look at how to be a good corporate citizen, preventing further harm to all of the people who are in your business ecosystem.

‘That is about communicating with CISOs (Chief Information Security Officers), telling them what the solution is to this problem, and how they can prevent contagion to their own systems. You’ve got a whole load of communication that has to happen before anybody even thinks about what to say to the media.

‘The media isn’t going to drive how a company recovers. That’s going to be how you deal with your stakeholders – the media is just a route to communicate with those stakeholders.

‘A cyber crisis is a different animal to other crises.’

Practical steps for planning your response

‘Ensure that you have those stakeholder distribution lists and that you’ve done some analysis in advance about who you need to communicate with, and what to do if all your systems are down.

‘Make sure that you’ve got all of the suppliers, all of your ecosystems, chief executive security officer details so that you can contact them, so your technical people can write to them. And that’s very different messaging to that of reassuring your customers.

‘It’s about segmenting, making sure that you’ve got that information available outside of your usual systems.’

CEO statements: Always a solid comms strategy?

‘As a comms team, you know whether your chief exec is somebody that you want to put forward – it’s what companies traditionally do for crisis comms. You do the media training, emphasing the need to be apologetic, to be empathetic.

‘But I don’t know… the other element with cyber issues is that the more content you have of your senior team in the public domain, the more opportunity there is for criminals to use AI deep fake tech. To do some social engineering, and then use that to get access to your systems. Nobody is going to argue with the CEO if they call a help desk in the middle of the night and say “reset my password”.’

Extra complications to consider

‘It’s so complicated because you’ve got things like GDPR, there are potential fines coming further down the line. Cyber crisis is a multi-layered, complicated thing.

‘Comms teams who come into this thinking that it’s going to be like a regular crisis will come unstuck very quickly.’

For more on planning your strategy, watch Vuelio’s webinar ‘Cyberattack Crisis Comms’, or read our overview of the key points covered here.

Why email is an effective part of comms strategy

Why PRs should be making the most of email in an AI-driven world

Is email outreach as outdated as the 90s-era posted PR press mailer? With the comms industry rushing to integrate AI tools into their tech stack, the email blast could be seen as just another tactic of PR’s past. But think again…

‘At the start of my career fax and phone were the only way of reaching journalists,’ says Anne Cantelo, founder and managing director of Onyx Media and Communications Ltd.

‘Younger generations of PR hate the phone even more than the generations before them, and most journalists seem to feel the same. At the same time, journalists have confessed to me that they have thousands of unopened emails in their inboxes…’

Phone calls are out, and unread emails are piling up – the rush to integrate AI across the industry could signal that electronic mail will go the way of its franked counterpart. But the lessening of 1-2-1 engagement that comes with AI automation makes email even more valuable – especially when it’s powered-up by artificial intelligence.

Here is advice from comms professionals already evolving their email strategies to boost engagement.

1. Cutting through with quality content

Stakeholders are overwhelmed by constant messaging even outside of their inbox – how can you catch their eye?

‘The rise of AI presents both a challenge and an opportunity,’ says Liz Churchman, deputy managing director at B2B tech PR agency EC-PR.

‘With inbox filtering becoming more intelligent, relevance is no longer optional; it’s critical. Yet, AI also empowers us to create what I call a ‘one-to-one feel as one-to-many scale.’ Using tools like ChatGPT, we build custom GPTs aligned to buyer personas, underpinned by deep audience insight; motivations, fears, frustrations, so that our emails feel crafted with intent, not churned by automation.

‘Clean, segmented lists and emotionally intelligent messaging make the difference between delete and engage.’

Formatting is also important – short and relevant copy, interactive elements including video embeds and html features, and making sure it’s mobile-first for people on the go, or trapped in long meetings without access to their laptop…

2. Email as part of a wider strategy

‘Comms pros need to be where the audience is and adapt our methods and routes to communication,’ says Leopard Co CEO and co-founder Rachel Roberts, whose team utilises email as just one way to communicate with stakeholders.

‘It’s been a while since I faxed through a press release but meanwhile, we have embraced new routes to engage with audiences including WhatsApp messages, social media DMs, programmatic emails, remarketing and calling campaigns.’

Email is no longer in a silo, and should be used in conjunction with private messaging platforms like WhatsApp, Slack, and Discord; microsites and press rooms; personalised landing pages for campaigns; and follow-ups after in-person networking.

Sycamore Communications’ PR manager Danielle Windecker-Hilton advocates for email as a ‘connecting’ tool:

‘We treat email as a connector, driving recipients to deeper content or prompting direct engagement with the people and brands we represent. It supports our clients’ goals and can be a good initial touchpoint with journalists and publications.’

‘Attending to emails can be viewed by some as a bit of a negative, burdensome chore,’ admits Rachel. ‘Indeed, we have a client who only wants to communicate with us on WhatsApp.

‘But with email carrying weight from a legal perspective – eyeballs are there, and so is the marketing opportunity.’

Just remember to be careful…

‘Automation and AI does make email marketing more accessible, but it means more people with less expertise can be spamming people,’ warns Rachel. ‘There is no quicker way to break a brand than to spam and annoy your customers. Press send with care.’

3. Personalisation

Does bringing artificial intelligence into email strategy make the messaging impersonal and robotic? Used properly, AI can actually bring personalisation back into your email strategy.

‘AI helps us go beyond just inserting someone’s name,’ shares Ed Hopkins, managing director of Ed Hopkins PR.

‘AI can tailor emails based on behaviour, preferences, or timing. This leads to more relevant content and stronger engagement. People are more likely to respond when they feel a message is meant for them.’

4. Optimisation

Writing eye-catching subject lines that are just the right length; segmenting your contact lists, selecting the right sending times; and predicting the levels of engagement – AI can help with all this.

But before you get stuck into prompting on ChatGPT or Gemini, here is some extra help from Riley Gardiner, founder of No Strings Public Relations:

‘To stand out in busy inboxes you’ll need to focus on concise, relevant subject lines and genuine, value-driven content. Avoiding generic language and adding a human touch helps cut through noise.

‘Email offers a direct, personal channel for stakeholder communication that social or mass media can’t replicate. It supports ongoing dialogue, builds trust, and allows for nuanced messaging in ways that other tactics struggle to match.’

5. Complying with regulation, not dicing with dodgy data

GDPR, CCPA, and incoming abbreviated regulations for the use of data means that opt-in emails are non-negotiable for comms professionals.

Your media database of choice can help with this (like the Vuelio Media Database, for example…) and so can AI.

‘AI can be a great help in staying GDPR-compliant by automating consent management and ensuring data is handled correctly, reducing human error,’ says Riley Gardiner.

Just make sure your lists are maintained and kept up-to-date…

‘AI can help identify potential compliance risks, streamline workflows, and ensure that personalisation is based on compliant, permissioned data,’ says Gerard Boon, Financial Times contributor and managing director of Boon Brokers.

‘But it’s important to remember that AI is only as effective as the framework it is given. Human oversight must remain a non-negotiable part of the process – experts in their field need to be vigilant and ready to amend, review, or flag potential issues as they arise.’

6. Making more of metrics

Open rates are less reliable with the increased use of email protection and privacy tools, but there are other metrics to make the most of – including clicks, replies, and conversions. Some tools also offer bespoke insights, like time spent reading an email. Additionally, it’s important to keep an eye on factors like send times to optimise delivery.

‘While open rates still provide some value, I think it’s important to remember the fundamental principles behind comms is to establish a relationship and communication,’ says Gerard.

‘Focusing on click-through rates (CTR), time spent on linked content, and conversion actions (such as booking a call or completing a contact form) are actually better measuring metrics to establish how close your branding and messaging is with your specific target audience.

‘Reply rates and engagement with follow-up emails are now more important than ever, putting in place a stronger bond of genuine interest and intent.’

7. Human to human connection

Journalist and stakeholder inboxes fill up with generic pitches throughout the day. Effective email strategy in comparison goes further, focusing on relationship building rather than blasting out a message.

‘Email still allows for direct, personal communication that can be tailored to your ideal client,’ says Sarah Lloyd, founder of ISPR.

‘I still believe that email can create a more intimate and focused experience, allowing for thoughtful and deeper conversations. Emails can be segmented and targeted, and you can track, document and enjoy focused interactions without the noise of social media.’

Email can be a personalised check-in with a client, an invitation to an upcoming event, or the sharing of a piece of content relevant to their industry. It should be a continuing conversation – not a series of non-sequitur statements littering an already busy inbox.

‘In today’s crowded inboxes, success comes from speaking to your audience’s problems, not your solutions,’ adds Liz Churchman.

‘If your subject line and first line don’t address what keeps your audience up at night, they’ll be gone in two seconds. Relevance, empathy and creativity must drive every word.’

Evergreen email

‘Email remains one of the most direct and controlled forms of communication,’ believes Gerard Boon.

‘Unlike social media or paid ads, it allows us to be incredibly specific on our outreach, tailoring a wide-variety of content for nuanced and context-rich messaging. There are no character limits as such and less platform restrictions.

‘While innovations in technology have boomed in recent years, there is a lot of focus on social media influencers, podcasts, and hyper attentive alternative platforms. While these all have a place under the umbrella of marketing, I think it is sometimes forgotten that emails offer that personalised edge with a familiar outreach – we’re all still connected to the online world.

‘For stakeholder engagement, this means we can maintain, build on, and direct to useful resources, with a strategy that continues to build an evergreen trust over time.’

Our own email expert, Pulsar Group head of global marketing campaigns Kirsti Kauronen says:

‘For us, email is one of the key channels to reach our audiences directly. With new AI tools emerging at a fast pace, we are able to deliver even more tailored comms with greater impact.

‘Many email providers now offer automatic summaries of emails, so it’s even more important to include strong subject lines and opening sentences that stand out in crowded inboxes.

‘And don’t forget to test your content regularly. It’s essential to optimise performance and ensure your key message comes across clearly.’

For help with your emails, and wider comms strategy, check out Vuelio’s Media Database, Stakeholder Relationship Management, and Media Monitoring solutions.

How-to-build-a-stakeholder-strategy-according-to-the-experts

How to build a stakeholder strategy, according to the experts

In today’s always-on environment, there are seemingly infinite external influences surrounding the people that we need to connect with. And whether your organisation seeks to make a mark on the political agenda, or manage your reputation in the media, connections with stakeholders matter.

If stakeholders are key to successful outcomes, how do we build, protect, and grow lasting and reliable relationships with them?

Vuelio’s latest webinar ‘How to build a stakeholder playbook’ sought to answer this question with insight from an expert panel line-up. Joining host Kelly Scott, VP – Government & Stakeholder at Vuelio, was JFG Communications’ founder and CEO Jo Field; Cadent Gas media manager and crisis comms leader Stephanie Van Rosse; British Transport Police external affairs lead Katie Stanton; and Local Government Information Unit (LGiU) head of engagement Jen Pufky.

Watch the full webinar here.

The first point tackled concerned roadblocks to clear when starting on a strategy:

The challenges of developing a solid stakeholder strategy

JFG Communications specialises in stakeholder engagement for the transport and infrastructure sectors, but also spans public, private, and third sector organisations, from large companies to small industry bodies staffed by volunteers.

‘There are some challenges that I see consistently across the board,’ shared Jo.

‘The first one is how to identify, and then engage your stakeholders in this rapidly changing external environment that we find ourselves in now. For example: the current shifting political and geopolitical context, changing attitudes to net zero and equality, diversity and inclusion.

‘You have a myriad of social media channels, influencers, and AI, so the challenge is how do you keep up with who your stakeholders are? What do they think about your organisation and the environment it operates in? And also how do you actually engage them? Why should they listen to you, amid all the other information they are receiving?

Another challenge is making the case to our own organisations for the value of the work that we do. And the financial challenge of ensuring that you have enough budget to dedicate to engagement. I would argue that investment in your stakeholder strategy is essential.’

Fighting to be heard by the people that matter

The Local Government Information Unit (LGiU) is a not-for-profit with a huge and varied membership, bringing together stakeholders in politics, academia, and industry. How does the organisation secure media coverage among so many campaigning – and competing – voices?

For Jen, three elements stand out:

‘It’s our values that drive our engagement work. We’re a values-driven organisation, and we have been for the last 40 years, We’re driven by our commitment to enhancing and supporting local democracy.

‘That reputation, that history, means that when we are out and engaging with stakeholders – whether that’s press relationships, political relationships – it’s not just going to be a quick hit; securing that exclusive and then not keeping in touch.

‘For us, it’s very much about the longevity, and the trust in building those relationships’

‘Everything that we do is also grounded in research, and driven by our members’ experiences and insights. That carries a significant amount of weight with the range of stakeholders that we’re engaging with.

‘For the past 12 years, we’ve produced an annual benchmark of the state of local government finance; it’s now built into the calendar year, and stakeholders know to expect it.

‘Lastly, it’s about genuinely being useful and relevant to the stakeholders that you’re communicating with. For example, this cohort of new MPs – they want to know what the research means for their constituency.

‘For regional press, we split our annual research by region and then targeted the press that way. It’s about making your outreach relevant to ensure that your engagement is distinct.

‘Sometimes it’s about bringing your competitors into the room and being a facilitator, the convener. In this changing landscape, that’s increasingly important.’

Engaging all of your stakeholders, even the ‘quieter’ ones

British Transport Police (BTP) also has a swathe of stakeholders to consider and engage, with a national remit to police the railway across England, Scotland, and Wales. Stakeholders include the Scottish, Welsh, and UK governments, local authorities, train operators, and infrastructure owners, like Network Rail, HS1 Transport for London (TfL), and freight companies.

‘We have a unique relationship with the rail industry. We have a national remit, we aren’t funded by the taxpayer, we don’t have a police and crime commissioner. We have to strike a balance – they have their priorities as an industry, and we also have our responsibilities as a police force towards public protection, and independence.

‘It’s very much our role to manage expectations and communicate that balance.

‘When it comes to managing so many of them, we do the traditional methods of stakeholder mapping, influence, and interest. Also, making sure there’s a drumbeat of communications engagement – we’re always plugged in with them.

‘They’re all individual organisations with their own strategies and objectives, so when they’re talking to us about our performance, it’s good to have those in mind and to acknowledge what’s in it for them.

‘We also leverage our internal colleagues – having such a broad organisation means internal stakeholder management is just as important when you are looking to engage with external stakeholders.

‘Nine times out of 10, if another organisation wants to talk to BTP, they want to speak to someone in uniform – they’re the ‘operational experts’. Our role is to make sure that our internal colleagues are equipped to have those conversations.

‘We are not just stakeholder communications, we’re stakeholder managers. So we’re really managing how we talk to them, getting to know them, and making sure that they are receiving two-way engagement from us, rather than just a communication.’

Reviewing the impact of your engagement

Cadent Gas is the largest gas distribution company in the UK, responsible for around 11 million homes and businesses. It supplies gas across the UK, from the North West down to London, the East of England to the Welsh borders. This broad spectrum of stakeholders, from the political to the media side, all have different interests.

‘At certain times, we need to target certain stakeholders,’ shared Stephanie Van Rosse.

‘What are they interested in? What do we need to be telling them? Why will they be interested?

‘It’s about continuously reviewing your strategy, what you’re doing. I know there are some people who don’t have any strategy at all, but you need to have an idea of why you’re talking to various stakeholders, what they’re interested in. What are those messages that you need to get across to them, to actually pick up and understand what you’re doing?’

Stephanie shared specific examples of Cadent Gas’s media engagement and where deep knowledge of stakeholders was vital:

‘We use local media to get the word out on local incidents. We have a really good relationship with them, but suddenly there was a bad story about an incident in North London. We were on it straight away – that’s the importance of monitoring, keeping an eye out for who is saying what. And then you have to make that judgment call of how much reputational damage will this piece do?

‘For this one, we found it was significant enough for us to say “you’ve got it wrong. This is not what actually happened”. We need to be robust in our answers in the utility industry, otherwise reputation could be damaged. It’s going in there and talking to the journalist, and if necessary, escalating to an editor and asking for a retraction.

‘It’s about not being afraid to do that, and building those relationships with stakeholders.’

For advice on stakeholder engagement, download Vuelio guide ‘The fundamentals of stakeholder strategy’.

Jo Field would love to connect on LinkedIn, and welcomes more detailed conversation via email at [email protected]. More information can also be found on the JFG Communications website.

Building a stakeholder strategy

Building your stakeholder strategy

Stakeholders come in many forms, from MPs, to local councillors, reporters, to experts within your industry. Also varied and potentially confusing – the relationships you and your organisation will have with each type.

With so many elements involved, a reliable stakeholder management solution can be the difference between successful campaigning and relationship-building, and a myriad of missed opportunities.

Not sure how stakeholder management can help you and your organisation? Here is a practical guide to the specific ways Vuelio Stakeholder Relationship Management can provide support, whether your niche is PR and comms, public affairs, politics, or a mix of all three.

What is a stakeholder?

“A person with influence or interest in a project, enterprise or Policy.”

A stakeholder is any group, organisation, or individual who can impact – or can be impacted – by your activity. More simply: these are people that have a stake in the execution/outcome of your project/operation.

From the position of an external comms team, stakeholders are often segmented into one of three categories:

  • Political/Government stakeholders: This includes MPs, local councillors, civil servants, and Lords. Don’t forget the teams that surround political stakeholders who are key to working with them in an effective way.
  • Media stakeholders: The media means the press, including newspapers, magazines, trade titles, and broadcasters. But this also increasingly includes digital media, like podcasters, TikTokers, and other social media influencers with extensive and dedicated followings.
  • Industry/expert voices stakeholders: Often industry stakeholders or expert voices/academics will have the ear of political and media stakeholders, so as well as being powerful advocates for your objectives, they can be used for building relationships with other stakeholders.

To note: Although we can segment or categorise our stakeholders, they connect with each other and can be influenced by each other. This is an important factor when choosing how to engage and communicate with them individually.

Not all stakeholders are equal

Creating your stakeholder strategy

Before thinking of engaging, it’s important to have the basics in place:

  • Mapping stakeholders
  • Choosing a model
  • Using your model and monitoring tools to measure stakeholders
  • Remember that internal relationship owners need mapping, too

Effectively mapping your stakeholders means you will have all the necessary engagement strategies in place should they react or an opportunity presents itself to build a relationship. Stakeholder management is pre-emptive discipline.

Mapping: Building a criteria

Influence interest matrixTo analyse the influence and interest of your stakeholders, start by establishing a list of issues, industries, or activities to measure their interest against.

To consider:

  • What industries do you operate in?
  • Are you part of a supply chain to another key sector?
  • What regions are you an employer in?
  • Are there legislative or policy initiatives that impact you?
  • Are you regulated?
  • Are you a public body with a specific remit?
  • Do you have a community relationship or responsibility?
  • Is there a competitive concern (for example, has a competitor behaved badly that impacts your brand?)

For more on mapping, download our Vuelio guide ‘The fundamentals of stakeholder strategy’.

Consider your team

With a clearer picture of your stakeholders in relation to topics/interests, it’s time to consider what internal factors will decide how you organise your stakeholders for engagement.

  • Will members of your team be responsible for a particular segment? (MPs, industry experts, the media)
  • Will team members be responsible for a particular region? (for example, all stakeholder groups in the North West)
  • Is there anyone working outside of your chosen SRM software responsible for key stakeholders? (for example, a chief executive responsible for direct engagement with ministers).
  • Does your team have topic specialisms aligned with stakeholder interests worth leveraging?

SRM software is about removing as many steps as you can from the entire process. This ensures your team can adopt with ease and you have a full picture of your stakeholder relationships.

Stakeholder outreach: How to stand out

Stakeholders are not waiting for your call – or are they? The most important question to ask when reaching out to a stakeholder is “What is in this for them?”

A relationship requires a two-way benefit, so what kind of things can you offer? How are you helping them?

  • Research and insight
  • Help to deliver a remit or responsibilities
  • Deliver a social value you can connect through
  • Align behind a shared challenge

‘We have a crisis’ – How do you make your stakeholders listen?

It might sound obvious, but engaging with stakeholders before you are in crisis will make a big difference when things happen outside of your control.

  • You will have built credibility with them.
  • Established communication pathways that work for both parties.
  • Have relationship owners that can facilitate difficult conversations.

Crisis mythbusting: With a noisy multichannel world, your stakeholders may hear things that you need to correct relating to your operation. This is the “new normal” and not to be mistaken as crisis comms. All year round a strong stakeholder strategy will ensure you can communicate with agility and accuracy without setting up a crisis war room or needing vast internal discussion or sign off.

Dealing with the unknown

The unknown is more expected than the known when it comes to external stakeholders. Your stakeholder map should constantly be evolving with:

  • Changes in government policy, bringing new stakeholders into play or removing ones who no longer have interest or influence
  • Topical media interest, a new editorial focus, or influential voice that opens up a need to develop media relationships around a specific focus
  • Campaigners and industry voices changing the dial, through research and campaign activities, interest in you or your need to comment can rise and change
  • Global events with national interpretation – the domino effect can distract our stakeholders from giving us attention, their interest may drop and we may need to rethink where our efforts are spent

Checklist for your stakeholder strategy

  • Map your stakeholders: Mapping your stakeholders with a model will help you communicate the need of external stakeholders internally and enable you to design appropriate communications pathways relevant to their interest and influence.
  • Empower your team: Institute an internal ‘playbook’ setting out a simplified approach to managing your stakeholders, including segment definitions, and explain why stakeholder management is necessary.
  • Build sensible lines to take: Stakeholder management can be time intensive. Consistency matters more than complexity. Your playbook should teach relationship owners the power of regular engagement before an issue arises.
  • Align your playbook with SRM software: Need to add some more in here
  • Plan for potential crises ahead: The unknown is the new normal, ‘War Gaming’ crisis planning should include a review of your stakeholder communications strategy.
  • Encourage quarterly reviews with internal relationship owners: How are we doing? Are we maximising relationship building opportunities? SRM reporting tools can help analysis progress with ease.
  • Double-check your data compliance and security: Storing crucial information on external relationships must meet compliance requirements . Ensure the methods or platform you use is ISO-accredited and GDPR-compliant.

Remember that stakeholder management is a long-term permanent endeavour that should evolve and grow with your strategic objectives, whatever they may be.

The earlier you begin, the more in control you’ll be.

How can Vuelio help?

  • SRM platform with fully integrated monitoring and data, ensuring your team are fully mobilised to manage stakeholder relationships effectively.
  • Single point of truth for relationship health, whether at organisation level or campaign/issue level. Inform senior decision making at a click of a button.
  • Empower relationship owners – Vuelio SRM was created with the simple objective of starting with the end in mind, bespoke set ups ensure we match your team’s workflow and support easy adoption.
  • Be ready for anything – in a world where the unknown is the new known, Vuelio SRM ensures you are ready to mobilise and learn in real time.

Download the full version of this guide ‘The fundamentals of stakeholder strategy‘ and find out more about Vuelio’s Stakeholder Relationship Management (SRM) tools here.

SRM vs CRM

Stakeholder Relationship Management versus Customer Relationship Management – which one is right for you?

Stakeholders – be they current or potential customers, your workforce, your suppliers, or contacts in the political sphere – all need to be managed. However, managing each requires different levels of service and support.

This is where Customer Relationship Management (CRM) and Stakeholder Relationship Management (SRM) tools come in. But what exactly are the key differences between them, and which one is right for you and your organisation?

What is Customer Relationship Management (CRM)?

CRM can be used to oversee and support the customer, or service user, journey from start to finish. It can do the same for staff, who also enter into contracts where both sides have certain expectations to be managed.

This tool is often used to provide automation and transparency for commercial and service-driven functions. For example, service agreement management, sales pipelines, or connections with financial departments.

CRM will have a specific activity type; even where there are different personnel points in the process, the customer is viewed as one.

Some organisations use CRM to manage their stakeholders, as it provides oversight for each side of the relationship, clear organisation and structure for each part of the external or internal contact’s journey with an organisation. SRM, in comparison, goes deeper…

What is Stakeholder Relationship Management (SRM)?

SRM software, in comparison to CRM, is designed to focus on the influence an individual, organisation, or community has on your objectives, and will provide support and customisation for managing the stakeholder relationship from the beginning.

It’s not just for organising your relationships, or tracking them; it’s a communications tool to support relationship management, targeting stakeholders in a variety of ways depending on what is required for each project or campaign. Unlike CRM, it will evolve with your organisation, just as your relationship with stakeholders will grow and change.

Unlike a customer journey that can be tracked from start to finish, your stakeholders’ influence can change depending on the topic, or crisis at hand. The system required for this needs to be able to view stakeholders through a variety of lenses, providing vital intel on the strength of the relationship in different scenarios and objectives.

Stakeholders can wear many different hats, and there is rarely an end goal to these relationships they have more peaks and troughs than those with customers.

The benefits of SRM: Why CRM isn’t enough for managing stakeholder relationships

The differences between customers and other stakeholders are clear, so why do so many organisations still use CRM software to manage their stakeholder relationships?

Customer Management software can do the basics, but SRM software has the specifics.

The link between a stakeholder’s influence and your objectives makes stakeholder management uniquely useful. It enables a team to analyse forward – an early warning system for potential impacts further down the line.

With the landscape we work in never staying static, the influence of stakeholders wax and wane, creating new opportunities for engagement and a need for flexibility. Why is Stakeholder Relationship Management a better choice than Customer Relationship Management software? It’s as flexible as your stakeholders are.

Want help with creating your own stakeholder strategy? Sign up for our 8 April Vuelio webinar ‘How to build a stakeholder playbook’ featuring speakers from British Transport Police, Local Government Information Unit, Cadent Gas, and JFG Communications. 

You can also find out more about Vuelio’s stakeholder management and engagement solutions here

Why you should consider indirect competitors

When building out your PR strategy, a seemingly obvious tactic is to monitor rivals in your industry. The mistake here is thinking that your only competitors are those creating the same products or service as you, when in reality it goes far beyond that. 

Indirect competitors, often operating in different sectors or catering to different customer needs, offer unique insights and opportunities that can fuel innovation, growth, and long-term success in your PR. 

So what kind of indirect competitors are there? When should you be watching them? 

Same strategy, different products 

Particularly in PR, it’s important to look at competitors beyond your products and services. What are some of your core values or engagement tactics? Who are you competing with in this arena? 

For example, outdoor clothing brand Patagonia and automotive clean energy company Tesla function in totally different industries — but both of their customer consumer strategies revolve around environmental sustainability. 

Therefore, they would be considered aspirational competitors because they share this same value. Let’s say they are both aiming to enhance sustainability messaging in their media coverage. By monitoring each other (and other brands with similar values), they are able to see how the conversation is evolving, what the benchmark is and build out a target media list based on publications their competitors have been featured in for sustainability reasons. 

Same needs, different brands 

Have you considered how your customer needs may align with totally different brands? This is also an opportunity to branch out your competitor analysis.

For example, both Apple and Peloton provide leisure and entertainment to customers — while otherwise being totally different services. Hypothetically, say both brands released products around the holiday period. Given that entertainment is a hot topic during the season, this would be an ideal opportunity to get a holistic view of who and how brands are mentioned in the wider media discussion.

Expanding partnerships 

Competitor analysis doesn’t always have to be – well – competitive. Indirect competitors can make valuable partnerships. Building strategic alliances with brands that somewhat align to yours can open doors to complementary resources, technologies and established media awareness that would otherwise be out of reach.

Alternatively, you could also monitor who your competitors are already partnering with and how this has landed in the media. Are there any brands or industries you hadn’t thought of before that are proving to be successful?

Situational competitors 

Sometimes your competitors change because of an external factor, such as a crisis. 

Over the past month, Canadian grocery store Loblaws and Dollarama, the country’s most-established dollar store, went viral following a Reddit post about the significant cost difference for the same items at both stores. The story made national headlines, with comments from CTV news on how they’re ‘not direct competitors’ historically but drastic inflation has put them in a competitive position.

If, for example, Loblaws are trying to promote value-for-money messaging in response to the Canadian cost of living crisis – this would now make Dollarama one of their biggest competitors in this area.

Brand personalities 

If you’re trying to promote the media presence of a key figure or spokesperson in your company, how would you like them to be portrayed? How do these aspirations line up with other prominent figures in the media that aren’t in your industry? 

For example, a charity that teaches children how to read aims for their founder to be seen as the go-to speaker on the future of education. There could easily be competitive voices from universities, local governments, etc. – making them indirect competitors. 

Consider your goals 

Gauging your indirect competitors is easy when you know what your media awareness goals are. Consider what aspect of the brand, product, service or spokesperson you would like to promote and how this is being successfully executed by other industries. 

If you’re unsure what to promote, conduct a media analysis to see how you’ve performed so far and identify areas of improvement. If you’re lacking in awareness around one of your core values, turning to indirect competitors you to get a bigger picture of where you line up and generate  ideas for your next possible move.

If you haven’t secured much earned media yet, write a set of key messages – a short list of positions you want your brand to be perceived by target audiences. Once you identify core aspects of these messages, such as values or personality traits, monitor how indirect competitors are being discussed in relation to these areas.

Short on time and need answers fast? Let our team of insights experts do the work for you. Vuelio’s Insights team provides media strategy planning reports that help you identify competitors and learn from their media coverage. Get in touch to find out more. 

8 facts you need to know about brand reputation

Don’t be scared, be prepared: Stats on brand reputation you need to know now

You and your clients have a rep to protect, and crisis can come from many different places. One big source of brand reputation problems? The digital space, where the negatives can spread just as quickly as the positives.

No PR can be omnipotent or always-online, so a reputational crisis will happen at some point. In our webinar ‘The AI Conundrum: paving the way for the future of comms’, Danebury Research founder Paul Stallard shared findings from our collaborative white paper to prove just how prepared PRs need to be.

Watch the webinar here.

Read on for the numbers on accountability, fake news, and how valuable public relations is.

Business leaders are worried about reputation…

– 94% of business decision makers have had to deal with a brand reputation issue
Every business needs to maintain their reputation, and this is a big concern for those at the top of the hierarchy. Causes of potential headaches and sleepless nights for industry decision makers come from both inside and outside of company structures. According to our data, 53% of reputation management cases were due to actions taken by an employee, while 46% came from a customer or external person.

– 67% worry that poorly managed brand reputation issues would seriously damage their company. Half of business decision makers would be unsure how to reduce the impact of a brand reputation issue
Ensuing damage is a concern for over half of polled business leaders across the financial services, utilities, pharma, media, retail, and transport sectors.While the number of decision makers that wouldn’t know how to stop a reputational crisis in its tracks is slightly concerning, business leaders do know who can help them.

…but the majority know that PR is a problem-solver

– 82% agree PR support would be vital to manage a brand reputational issue
Good news – 84% of business leaders proactively use PR to improve their reputation in the media and online, and 79% already have a plan in place to deal with any brand reputation issues.

Appreciation for public relations continues to rise. As we found in our previous white paper with Stephen Waddington and Dr Jon White (‘Elevating the role of public relations in management’), PR people are increasingly part of strategic decision making at the top levels of business.

Fake news and misinformation are a key concern in business now

– 77% believe fake news/misinformation would cause their company reputational damage
As mentioned by Polis Analysis’ Thomas Barton in the Vuelio webinar ’Why PRs need to take online misinformation and disinformation seriously’, fake news is predicted to be a significant challenge over the next 20 years.

80% of business leaders are already preparing and have taken steps to protect their company against fake news or misinformation. 75% believe fake news/misinformation is already on the rise.

Business leaders want the media to take more responsibility

– 71% think journalists and the media need to do more to validate sources to help prevent fake news/misrepresentation
Fact checking is baked into the journalist’s job, but what about AI content generation at publishing companies like BuzzFeed and Axel Springer?

37% of those on top of the business food chain believe content generators like ChatGPT will worsen the quality of media content, and that 83% of publications should mark when it’s been used to create a story. 37% even believe the technology could kill creativity completely. But is it all bad when it comes to AI?

AI is a source of trepidation for business bosses

– Only 22% of business leaders have personally used it for work-related purposes
AI technologies are still very much in their infancy for content creation – less than a quarter of decision makers have toyed with it so far. Perhaps due to this lack of personal experience of just what these apps can do, numbers show wariness. 37% believe ChatGPT is more of a risk than an asset, while a significant 65% think ChatGPT poses a threat to jobs.

AI is also a source of opportunity for PRs when building reputations

– While 62% of business leaders believe it’s too early for ChatGPT to be used in PR, 45% are actively investigating how it could be used as part of their communications

– 67% of business bosses believe ChatGPT prompting will be as important as SEO – a mainstay of comms – going forward.

On whether it really will take job opportunities away, a scary possibility much media coverage has put forward, not all business leaders agree. 45% believe it will improve productivity for the humans already working for them, and 78% agree the technology will free up time, enabling PRs to be even more creative with their strategies.

Whatever the future holds, anyone working in the field of reputation – whether building it, protecting it, or fixing it – will need to incorporate emerging technologies into their toolkit.

‘I have been in conversations with clients and they’ve asked what our stance is on the use of AI already, and whether we should be using it,’ said Paul.

‘We’re in the early stages in the PR industry so far – we’re excited about it, exploring and investigating it.

‘We need to embrace this as a tool and not be scared. We need to know the strength and weaknesses, so we can advise our clients correctly.’

Watch the full webinar ‘The AI conundrum – paving the way for the future of comms‘ and download the accompanying white paper ‘Reputation management: How PR and comms can maintain trust in an AI-assisted future’ for more on this topic.

International Women's Day 2023

International Women’s Day 2023 – How can the PR industry evolve for the better?

Does the world really still need International Women’s Day? For all those asking this question, the answer is very much ‘yes’. Gender inequality continues to thrive in 2023 – especially when it intersects with racism, homophobia, transphobia, classism, ableism – the list goes on.

And despite being made up of a workforce filled with women – a 67% majority, apparently – PR has a gender problem.

Here are takes from women working in comms on how the industry can evolve and why International Women’s Day should be circled on the calendar:

‘When misogyny is still allowed to breed in our society, at the highest levels and most trusted ranks, we need counter pressures to dismantle toxic views which seek to constrain and harm women – be that at work, at home, or in society at large,’ believes Ketchum’s Alicia Solanki.

‘For that reason, IWD is critical and absolutely has a place in 2023. The dialogue must not stop once IWD has passed, but it is fine if on this day specifically, we crank up the volume’.

Break up bias in the boardroom

‘We have to address the fact that women and ethnic minorities are still not being represented enough in companies. 2022 stats show us that in the UK only 19.7% of employees on boards are women – why is this? Because patriarchy is rife on company boards. Also in the UK, the employment rate in every ethnic group was higher for men than women.

‘My experience working in PR and as the owner of a PR agency, is that when dealing with some male clients, I’m not taken seriously. Despite running our own business and managing their brand and reputation, we see a lot of mansplaining. This isn’t across the board, and things are improving but we still feel we’re working hard to have a seat at a very male table.’
Sophie Kermani, director at In The Bag PR

‘As ever, there are benefits to having PR people more closely represent the societies in which we live. As PR practitioners, we aim to communicate messages effectively to various audiences. Having a diverse team that reflects the demographics of those audiences can help ensure that messages are communicated in a way that resonates with them as well as results in more creative and innovative solutions to communication challenges. Overall, ethnic diversity in the PR industry can lead to better communication, increased innovation, and more inclusive and respectful messaging.’
Hanisha Ganwani, senior PR manager for Global University Systems

‘Like many industries, women still have to choose between a career and a family. Hopefully, now more men are taking paternity leave, we might start seeing the balance change.’
Claire Powell, managing director of The CAN Group

Drop the tokenism

‘While the workplace has become a lot more accommodating for women, there’s still a lot of headway to be made.

‘A lot of LGBTQ+ people often get put into a separate box or seen as the ‘token diverse person’ that companies can use to promote during Pride month. In reality, I don’t want to be seen as any different, which is why a lot of people don’t even express labels when at work.

‘In a PR agency, you’re often in communication with an in-house representative that’s older and typically male, so you definitely get the odd person speaking over you and subtly treating you differently. It’s especially hard when you’re at the start of your career and trying to gain more confidence in a new industry’.
Stacie Plast, Senior account executive at Stone Junction

Drop the ageism

‘I think that there are still divides when it comes to women in PR and ageism is one of those.

‘In many circles, PR is seen as a young person’s industry and when women go on maternity leave this can mark a dramatic change in their career. Being able to come back on a flexible or part-time basis can be hard and I believe that we often lose women who hold huge value and experience because making it work is just too hard.’
Natalie Trice, PR author, PR coach, PR trainer, Devon Trice Public Relations

‘There has been a huge issue around ageism in PR; a typical PR worker would be cited as a female in her 20s. Women in PR’s recent survey showed over 34% of women working in comms have experienced ageism in the workplace. However, businesses are now waking up to the wealth of experience and knowledge that those of us who have been around for longer can bring.’
Sara Mak, PR & external communications manager for Verastar

No ‘gender-washing’

‘Say no to gender-washing BS. Businesses need to set themselves real goals to deliver on inclusion, equality and equity. Transparency, accountability and measurement are critical to track real progress. How can we assess progress if we don’t know what it is we’re measuring? In the data economy, the PR industry needs to get better at using data insights to inform the right strategy, create the right vision and achieve.’
Claire Williamson, founder and managing director of Resonance, current PRCA Council Chair, and co-chair of the PRCA AR Group

Be transparent on pay

‘I think businesses in the private sector need to be transparent about salaries. But I think the real changes can then only come from individuals. Bias needs to be called out, whether it’s racism, sexism or transphobia – those who see it happening and let it slide are just as complicit.’
Jessica McDonnell, account manager for Source PR

‘As a Black woman working in PR, I think in order to address all the intersectionalities of gender, sexuality and race within pay and promotions, there needs to be honest and transparent conversations within the workplace. This would create transparency for marginalised groups to see how they compare with other counterparts (males, white people, cis people, etc). If we are transparent about pay scales and the reasons behind it, then there is no room for gaps. This gives everyone a level playing field to progress in comparison to others.’
Buce Satimburwa, account executive at Full Fat

‘We need to stop making excuses for the reasons things happen in the workplace. If you’re struggling to attract diverse talent, check your company culture, policies and external comms. If you are attracting diverse talent but seeing them check out, lift the lid on your employee experience and career development touchpoints. Do more to promote and champion diverse talent into the board – you can’t be what you can’t see which will continue to inflame the promotion and pay gap across gender, race or sexuality.’
Alicia Solanki, chief client and innovation officer at Ketchum UK

Don’t be part of the problem

‘PR and the press in general is, crucially, part of the problem. One scan of articles focus in on women’s marital status, weight and whatever else women are spoon-fed on a daily basis to erode their joy. While countless aggressive murders, crimes and violence committed by men, are simply reported as ‘genderless’ crimes. Oh, unless it’s a debate on transgender women in prison… yikes.

‘There is a huge disconnect between the women working in PR and the output of commentary through journalism. This is because it is still male voices that dominate the actual news. Men occupy the vast majority of management and a majority of the jobs in journalism, which means that their narrative is the one represented. There’s still very much a double-standard in the PR industry, too.’
Faye Lewis, head of comms at Viva!

‘I personally still believe there is a lack of education of what Public Relations is, even in today’s world of 2023 (though I feel it’s getting there, we are not there yet). Many still think PR is some form of advertising, marketing or just going out to fancy events.

‘Because of the lack of knowledge, I believe it’s not deemed as important compared to other industries, which is why I believe women are not taken as seriously. This reflects on how women are perceived.

‘Education is needed for PR to be taken more seriously and it should rank among the top of the industry sectors – this would change the dynamic of any issues.’
Am Golhar, media voice and founder of Abstract PR

Set tangible targets for improvement

‘Companies and organisations should commit to creating tangible and achievable targets to close the gender/race/sexuality pay and promotion gaps. This should include setting specific goals for hiring more women, people of colour and members of the LGBTQ+ community, and creating transparent processes for evaluating and promoting them.’
Alana Panton, founder of AP Comms

Show up

‘I think that newer generations reaching the PR industry won’t stand for disparities in gender, race, pay or the like, and rightly so. Some businesses naturally adopt best practice in these areas, but with talent shortages being felt across the industry, it’s going to force all business leaders to show up for this generation – they want to see people doing the right thing or they’ll disengage entirely.

‘There needs to be firm action taken when sexism, racism, ageism or any other form of discrimination is experienced. We have brought contracts to a close that haven’t afforded members of my team the respect they deserve, and I will continue to put people over profits when it comes to addressing behaviours that are not welcome in 2023.’
Alia Al-Doori, Managing Director at Pearl Comms

Provide time for personal development

‘In 2023, there are so many amazing opportunities for women in PR, from leadership courses to workshops and panel discussions – I think it’s imperative that agencies not only encourage their employees to take these opportunities but ensure that they are given the time and support to be able to do so.

‘There are many PR agencies whose lack of diversity is a huge issue that they are just ignoring, and, with so many talented people in the PR world, there’s just no excuse for it!’
Maisie Bamford, PR account director at Tank

Remember why International Women’s Day is still necessary

‘IWD is still important in 2023 because the challenges women face haven’t gone away. It’s the obvious things like the gender pay gap, yes, but it’s also the way every woman I know insists on a text to make sure their friend got home safe and refuses to walk alone at night.

‘It’s the ‘someone’s on their monthly’ comments and the way that I still have to explain to the men I love why I don’t feel as safe or as seen or as heard as they do. It’s how being sexually harassed is literally just a given and my friends and I have unspoken methodologies to protect ourselves and others when we go out for drinks. It’s how music, art and activities enjoyed and/or created primarily by women are belittled and dismissed. How the media would rather discuss female politicians and celebrities weight gain and fashion choices than their policies and actions. How men can get away with saying and doing and being things that women cannot.

‘It’s all the tiny little things I have to take into account, the self-defensive thoughts and actions that have become habit, that I’ve been told by men is ‘a bit paranoid’ or ‘a bit much’. The little things are the hardest to fix – it’s not something that can change overnight – but IWD is about giving women of all races, nationalities, religions and experiences the space and the platform to make their voices heard.’
Leigh-Ann Hewer, account manager at Carnsight Communications

‘Although gender equality is widely understood in many societies, far too many individuals still believe ‘feminism has gone far enough’, some men and women are still reluctant to use the label ‘feminist’, and the popularity of misogynists like Andrew Tate evidences that women’s rights and opportunities are still not guaranteed. Marking International Women’s Day reminds us that there are many different ways to ‘be’ a woman, that womanhood is intersectional with ethnic, racial, LGTBQ+ and disability status complementing our identities and presenting new challenges and opportunities, and that every woman has a different story to tell and something unique to offer the world.’
Aimee Treasure, marketing director at Templeton and Partners

For more on the experiences of women throughout the creative industries in the UK, check out our accessmatters series, including The Social Mobility Foundation’s Sarah Atkinson, the Taylor Bennett Foundation’s Melissa Lawrence and InFusion Comms’ Sara Hawthorn

The future of work

How to be flexible: 4 ways to rework work

The last UK lockdowns are long past, so what happens now when it comes to how we work? Firms like Goldman Sachs called staff back into the office, while other organisations are fully embracing hybrid patterns for their workforce.

With Government-enforced at-home working behind us, now is when employers and employees have the opportunity to take stock and rework how they work for healthier, happier and more effective outcomes.

For the Vuelio webinar ‘Work, Life and Balance: The PR challenge of 2023’, Hera Comms founder and managing director Anna Geffert, Atom Bank’s head of PR and communications Robbie Steel and Natwest Group’s assistant director, communications and engagement Sarah Beber shared the choices being made in their own companies and what is working for them.

‘Like many organisations, we’re still finding our feet,’ says Sarah.

Read on for ideas on what could work for you:

1) Take time to rethink how you work

‘The pandemic changed the way we think about flexible working,’ shared Sarah Beber about the changes that had to happen at Natwest Group.

‘Prior to COVID-19 there were a number of us who worked flexibly, but there were areas and teams where it would not be seen to be the “done thing”. Then COVID forced it on us. There were definitely people who had never considered it, who were suddenly doing it and loving it. We are still finding our feet; finding what works and what doesn’t.’

2) Find new ways to connect with your colleagues

‘There are lots of conversations about how to make the most of the time in the office and how people can stay connected,’ shared Sarah.

‘Our team at Natwest are spread out – if I’m in the office, a lot of them aren’t. We’re still trying to work out what is best for us and how to stay engaged. All the tried-and-tested channels are no longer tried-and-tested, not when you’re physically and mentally in different places – it’s an added layer of complexity and I imagine it is the same for many people.’

3) Evolve corporate culture to fit

‘I’m not sure the four-day week would have happened had COVID-19 not happened,’ admitted Robbie Steel, who shared how Atom Bank moved to a four-day working pattern successfully. Could a four-day week work for other organisations now the world of work is changing?

‘There are so many companies offering this now,’ said Robbie. ‘One challenge is the culture piece – you lose a lot of togetherness and the social part of work. At Atom, people mentioned that it wasn’t the same after the height of the pandemic. That is one area we’re trying to get back into the office culture.’

4) Like working from home? Just don’t forget the benefits of face-to-face office time

‘Now we’re seeing what flexible working can really do – what the pitfalls, dangers and benefits are,’ said Anna Geffert.

‘Junior people, just out of university, can really struggle teaching themselves to do their job while working from home – it is very difficult to teach newly-graduated people through osmosis; you learn so much being in-office. I’ve seen this from other agencies, also – there is a huge skills gap at the moment. Some new employees are not as developed in skill set as you would expect from someone three years qualified.

‘There has to be a happy medium. I’m in office three days a week – what is called a ‘TWAT’, I think! I haven’t heard of anyone doing full-time in-office, or purely flex.

‘I think it is dependent on sector, on business culture, and if you can physically do that. In finance, you can’t have the tech at home; there are sensitivity and privacy regulations – I get that. But there has to be a conversation. And that conversation will become tricky. People could start losing out on promotions if they aren’t in-office. How can you make sure people aren’t unfairly treated just because they weren’t there? They miss the boss saying “Do you want to go for lunch?” or when clients are in.

‘That’s the danger we are now seeing and need to be aware of.’

Watch the full webinar ‘Work, Life and Balance: The PR challenge of 2023‘ for more on the future of work and the impact of the last few years on the PR and communications industry.

Quite like working from home, either full-time or flexibly? Remember to keep it professional on work calls – here are pointers on video call etiquette, with warning stories of high-profile inappropriate video call filters and childminding fails from the early days of the pandemic.

Trust in medical and health comms

How the pandemic changed our trust: what does it mean for health communicators?

This is a guest post from Helen Fitzhugh, associate director, Healthcare at Kaizo PR.

In the past two years, consumers have been bombarded with public health information on an unprecedented scale. Over the course of the pandemic, we’ve charted consumers’ changing attitudes to sources of health information to understand who they do – and don’t – trust.

Our research reveals a number of important considerations for health comms professionals.

After surveying 500 UK consumers, we found that trust in some sources of health information had dropped significantly since 2020, with independent experts and government health advisors plummeting in the ratings.

Consumers also have shorter attention spans, consume less print and online news from traditional media outlets, and are less likely to question health information – even if it goes against government advice.

Consumers suffering from ‘health messaging fatigue’

Who would have thought, before March 2020, that we’d all become experts in virology? After living through daily updates on transmission rates, mutations, and clinical trial results, it is no surprise that we began to switch off – BARB (Broadcasters Audience Research Board) data shows that people turned to TV channels for news at the start of the pandemic and then turned away as it progressed.

The emotional stress of the pandemic may be to blame. Media consumption affects our mental health – negative news can cause distress and anxiety. People may have been avoiding pandemic news because they felt it was damaging their mental wellbeing.

Our survey found that the biggest health worry for respondents this winter was their mental health, with 39% singling this out as their top concern – ranked above Covid, colds and flu. This is particularly interesting given the headlines on the ‘twindemic’, which – you might assume – would push respiratory viruses to the front of people’s minds.

Consumers may be avoiding health news to protect their own mental wellbeing – or simply because they have had enough of virology lessons. Whatever the reason, it poses a real challenge for health comms professionals who need to engage with a disengaged audience.

Radical redistribution of trust

In 2020, consumers were quick to lose trust in a source of health information – for example, 70% would not trust information that did not come from a qualified healthcare professional. This figure has now dropped to just 51%.

Likewise, two years ago, 44% said that they would lose trust in health information that went against official advice. This has fallen to 23%.

These figures suggest that it is harder to lose consumers’ trust. This may not be as beneficial as it sounds: quite the opposite. If consumers are less likely to question the source of their health information or its accuracy, it is easier for misinformation to proliferate.

Who is in and who is out

As in 2020, healthcare professionals (HCPs) continue to be the most trusted sources of information: almost half (47%) of our respondents said they would rely on their GP, doctor, or nurse to provide them with trustworthy information to make decisions about their health.

However, as it is increasingly difficult for some people to see their GP, new information sources are plugging this gap. In 2020, only 5% of respondents said they would rely on a local pharmacist for health advice – our latest survey showed that this had jumped to 20%. Established healthcare charities and organisations, such as the British Lung Foundation, are also following this trend – with trust in such bodies up at 20%, from 9% two years ago.

The pull of independent scientists and experts has however dropped since 2020 – falling from 49% to just 29%.

So, how can you get your message across?

Revaluate your assumptions about what people will engage with. Mental health is a big concern, for example – so consumers may be more likely to engage with content about mental wellness, compared to physical wellness.

Health information that is presented as alarmist could be a big turn-off – tone matters at a time when people want to protect themselves from sources of anxiety.

Trust has shifted or consolidated. HCPs remain high on the trusted sources list, but with GP availability increasingly a challenge, consumers and patients need an alternative. Trust in pharmacists and the third sector has increased, so think about how you can tap into these sources to tell your story.

Clear, trustworthy health information saves lives and reduces the burden on the NHS – but only if you can get people to pay attention to it.

Read the full report by Kaizo PR here.

For more on trust in the health, medical and pharmaceutical space, read these posts with overviews and advice from Pharmica’s Carolina Goncalves and Lynn’s Shayoni Lynn.

The no-nonsense guide to PR and comms in 2023

The no-nonsense guide to PR and comms in 2023

This is a guest post from The Media Foundry’s associate director Kat Jackson.

It is still January and we’ve all been inundated by the 2023 predictions; the good and the bad. We’re all braced for impact – but is it helping anyone to really prepare?

So, instead, let’s look at things practically, and with a promise of no overuse of the words ‘tough’ and ‘resilience’. Here is how PR and comms professionals should be approaching the year, avoiding all the hyperbole.

1. Make sure the foundations are solid

Check them regularly. There is a reason why the admin, the structure of PR accounts is (by and large) universal. They are tried and tested tools to keep clients updated on progress and regularly reminded on the value you are adding to their work. You make their lives easier. If you aren’t, check in and ask why, and if something needs to be switched up.

2. Do more, with less

It is a simple, uncomfortable fact. Most businesses will tend toward the frugal. Budgets will be stretched. But there are also instances where comms can be treated like a tick box – release done, coverage in, move on. Not always the best policy. Content concepts can keep coming back, certain themes will have a longer shelf life which can be explored in different ways. Marketing should always ask itself if there is still room for further delivery. Challenge those you think could be trying harder. Push for better. Take a good hard look at the service and see what could be improved. Longstanding work can become somewhat rote to even the most dedicated – but complacency this year is a risky strategy.

3. Ask the right questions

Will this make the boat go faster? I used to have a client who had this hung on the office wall. It is an old adage from Olympic rowing success, and it is a good one. How will this comms strategy help the business to grow, sell, improve performance? If that can’t be explained beyond ‘awareness’ – well, there is your answer. We’re already talking to people who have put a pin in PR because the big creative ideas had woolly success criteria. They won’t be the only ones. The right questions do go further though. What more could we be doing to help the client? Do we know what else is going on within their walls – and can our advice assist?

4. Mess with the bull, get the horns

PR is not always known for its transparency. But obfuscation and vague thinking will get short shrift. This is true at any time, but it is doubly so when the recession is on the horizon. Big thinking and grand creative ideas are great, and there will always be a place for them. But are they really what the brand needs right now? ‘Yes’ is a fine answer. ‘No’ can be equally necessary.

5. Remember the value of what we do

Yes, it might be hard to put a figure on sometimes. But it remains true that effective PR can be one of the most cost-effective ways for companies to market, and one of the biggest gaps to fill if it is lost. For example, there is no business quite as motivated for their comms than one facing an unexpected crisis without advice. There will be cases where a smart SEO push or a mass ad campaign may bring more immediate benefit to a business – that is all in the mix, it is how marketing works. The essence of PR is simple communication; who the client is and what they do. Facilitate a dialogue. You can still bring people together, even when everyone is feeling the crunch. Sometimes that is when it matters most.

For more trends to watch out for this year, check out these 15 trends to plan for in PR and comms in 2023. And need more ideas for effective measurment to prove the value of your work? Here are seven ways to measure your content.

SEO and PR working together

PR and SEO working together: How to dominate search engine results

Search Engine Optimisation (SEO) is a crucial part of digital marketing, helping drive traffic and generating visibility for brands.

With proven strategies such as keyword research, on-page optimisation, off-page optimisation, and measuring the results, PR professionals can push their content up the search rankings and generate valuable publicity for content.

In this article we will explore the blueprint for PR and SEO working together effectively, so you have the tools to optimise your content and dominate the search engine results.

Keyword research

Importance of keywords

Keyword research is the crucial first step when optimising content for SEO. This is where your strategy is built.

Researching keywords gives you insight into the phrases and terms your target audience is using to find information related to your industry or service.

It uncovers the opportunities for ranking for different keywords. The idea is to find keywords that are relevant to your business with good search volume. But you also want to find keywords which have lower levels of competition, giving your content the better chance of ranking higher.

Your chosen keywords will also be used to optimise meta data. More on that later…

How to find relevant keywords

You can find relevant keywords using dedicated keyword research tools.

You can use Google’s Keyword Planner for free, however paid platforms such as SEMrush and Ahrefs provide better quality data and are usually the best tools for finding keywords to target. These tools also provide insight into competition, telling you how difficult it would be to rank for each specific keyword.

The keywords you choose should have a high enough search volume to generate a significant amount of traffic. But keep in mind that you should also consider targeting long-tail keywords, which are more specific phrases that tend to have lower search volume.

For example, ‘fitness app’ will have thousands of searches per month, but also a huge amount of competition so it would be very hard to rank for. ‘Best fitness app for women’ has far less search volume overall, but it is also less competitive. These long-tail keywords are the foundation of your PR and SEO working together.

You can also use SEMrush and Ahrefs to analyse the keywords that competitor brands are using on their websites and in their content. This could help uncover keywords you may have missed or give you a better idea of what to target.

When selecting keywords, make sure they are relevant to your brand and the content on your website. This helps search engines direct the right kinds of traffic to your site. And also consider the intent behind the keywords. Are users typing them in to find information, or looking to purchase a product or service? Target the keywords that match the goals of your brand.

On-page optimisation

After you have chosen your keywords and written your fine piece of content, it is time to do some on-page optimisation.

These are techniques for optimising individual webpages so they rank higher and earn relevant traffic in search engines.

Here is a checklist for making sure your content is optimised:

Headlines and meta tags

The title and meta description are two vital elements of on-page SEO. They should include your chosen keyword that you want to rank for and accurately describe the content of the page.

Title tags should be no more than 70 characters, while meta descriptions should be no more than 150 characters. This is to ensure that they don’t get cut off in the search engine results page.

Headlines and meta tags should be written in a compelling way, in order to encourage users to click through to the page. Use modifiers such as ‘best’, ‘guide’, ‘review’, etc. in the headlines and meta tags to make them more compelling and increase click-through-rates.

Keywords in the body text

The body text should also include your chosen keyword, but they should be used in a natural way and not over-stuffed. A good rule of thumb is using your keyword no more than once for every 300 words.

The first 100 words of a page are the most important for SEO. By including relevant keywords in this section, you can signal to search engines what the content of the page is about.

Instead of repeating the same keyword multiple times, use variations of the keywords. This will make the content more natural and also can help to avoid keyword stuffing.

You can also add Latent Semantic Indexing (LSI) keywords. These LSI keywords are words and phrases that are related to the main keywords and help to give more context to the content. Using LSI keywords can help to improve the relevance of the content and can also help to avoid keyword stuffing.

Heading tags

These tags (H1s, H2s, etc.) allow you to structure your content in a clear and engaging format. H1 is the primary heading and main title on your page. H2 marks the first sub-heading, H3 is the sub-heading below that, etc. These help search engines understand your content better and improve user experience. We would not recommend going further than a H3 tag to structure your content.

Internal and external links

Your page should include some internal (pointing to other pages on your website) and external (pointing to pages on other websites) links. Ideally you would incorporate keywords into the internal links, which tells search engines what the linked content is about. External links pointing to high authority websites signal to search engines that you’re providing trustworthy content.

High-quality content

Search engines reward websites that provide valuable, informative, and engaging content. Writing high-quality content is crucial for on-page optimisation, and it can also help to attract backlinks from other websites, which is another ranking factor. Therefore, it is important to use keywords in a natural and organic way, avoiding keyword stuffing and making sure that the content is well written and informative.

Optimising images and videos

Images and videos can also be optimized for SEO by adding appropriate alt tags and file names, and compressing the files to reduce their size. Image alt tags should describe the image specifically and succinctly – e.g. ‘Business teacher pointing at computer screen’.

With these on-page techniques, PR professionals can improve their content in the eyes of search engines and give their content a better chance of ranking. Now, time to publish.

Tracking SEO progress

Monitoring your results

After publishing your content you can track your SEO progress. This helps measure your SEO strategy.

One way of measuring results is through keyword position tracking. Again, we recommended tools like Ahrefs or SEMrush here, as they can help you track your rankings for specific keywords over time. This gives you data into how your site is performing in search engine results.

Another important metric to look at is traffic your website receives from search engines. This is done through Google Analytics, which is free to use. Using this tool, you can also keep an eye on bounce rate and time on site. Bounce rate is the percentage of visitors who leave your site after only visiting one page. Time on site is the average amount of time visitors spend on your site. These metrics tell you how engaging your content is.

You can also check your backlink profile to measure SEO progress. Backlinks are when other websites provide a link back to your content, and they’re an important ranking factor. When you get a backlink, search engines consider this a positive ‘vote’ for your content which indicates that you’re providing value. Backlinks from good quality websites will help increase the authority of your site.

Finally, you can track conversions. If your content has been created with the goal of generating specific conversions (sales, form submissions, phone calls, etc.) then you can track these in Google Analytics.

Regularly monitoring your SEO progress helps you identify the areas where your strategy is working and where you can make improvements.

PR and SEO working together

SEO is an important aspect of a PR professional’s work. By using these strategies and monitoring the results, you can increase the visibility of your content across search engines and drive valuable traffic for your brand.

For more on SEO, download our white paper the ‘SEO best practice guide for PR‘. And get even more useful data on the effectiveness of your work with Vuelio Media Monitoring and Stakeholder Management

How to use data to prove the power of your PR

How to use data to prove the power of your PR

The full potential and power of good PR is often intangible, with no one industry-wide metric shared by every comms team. What kind of data is most effective to demonstrate the value of your work to your c-suite and clients?

The PRCA’s ‘Data Literacy in PR Report’ features essays from 11 industry leaders including Stephen Waddington, Andrew Bruce Smith, Orla Graham, Steve Leigh, Sophie Coley, Stella Bayles, James Crawford, Alex Judd and Allison Spray covering how data can make your PR successful.

Here are five takeaways from the report:

1) Decide on your KPIs from the start

‘Numbers and data analysis should play a vital role in every aspect of public relations. Every campaign should begin with goal setting and research and involve answering many important questions…’   Andrew Bruce Smith

The essay ‘What Numbers Matter in Public Relations?’ highlights the importance of setting your Key Performance Indicators at the start of a project. No one metric to rule them all in the industry? Then determine your own, and how to source relevant data that will inform your planning process.

2. Refine your processes throughout the campaign cycle

‘It is worth noting that measurement and evaluation works best when it is used as a process of continuous improvement. It should be a circular activity. We learn what works best so that we can refine and enhance plans and maximise the impact of available resources…’ – Orla Graham and Steve Leigh.

In ‘Design a Listening and Measurement Strategy’, refining and rethinking is promoted as an intrinsic part of any successful project cycle. Any starting framework is likely to grow and evolve as more data is gathered, allowing for exploration of additional KPIs where needed.

3. Listen to the right audiences

‘Once you’ve designed a measurement strategy, you need to find sources for that data. This presents new challenges; how to identify your audience and how best to extract meaningful data from them.

‘Each method has its own strengths and weaknesses. There is no definitive “right” answer. Choose the right approach for your needs by focusing on what you are trying to learn…’ – Sophie Coley and Steve Leigh

For finding the right audience, ‘Identifying a Public and Listening to Conversations’ recommends the use of surveys, social media and searches. Surveys can be useful in the planning stage, to measure impacts during a campaign, and in the post-project analysis stage. For using social media and searches, social listening can help – find out more here.

4. Push the limitations of the tools you use

‘Tools and tech stacks are increasingly important for the public relations industry. Despite ever-growing scope and complexity, there is still no silver bullet as every client has different objectives. Public relations can be used in many ways to achieve a broad range of outcomes…’ – Stella Bayles and James Crawford

‘What is possible to achieve with tools and what are their limitations?’ tackles the question from the point of view of both the tool user and the vendor. While tools can ‘bridge the data literacy gap’, they can also complicate things if not used correctly. Rather than relying on raw data that comes in a one-size-fits-all format, seek out bespoke reports that will provide accurate reporting for your particular project.

5. Translate your data to make the outcomes clear

‘No matter what kind of project you’re running, your sector (or specialism), chances are you have faced what many professionals dread: a wall of statistics, charts, and data points. A litany of information pointing you towards something. But what are you going to do with it all? Resist the urge to find a word cloud, throw it on a slide and give yourself a pat on the back. Instead, take a different path, start your journey to find an insight…’ – Alex Judd and Allison Spray

Reams of numbers and graphs can look incredibly impressive or utterly intimidating. Before presenting them to your management team, or scanning for meaning yourself, go back to the problem your project or campaign was trying to solve in the first place and link the numbers accordingly. As a PR, you already have the skill set to bring data to life and sell your story to any audience – even those making the big decisions on your team’s budget for the following year…

Download the full paper ‘Data Literacy in PR’ from the PRCA website.

For advice on integrating PR into the C-suite level, read our write-up of our webinar with Stephen Waddington, Dr Jon White and Rachel Roberts ‘Level up your PR career: Getting ready for management’.

 

COP27

Updates from COP27

The latest updates from COP27 brought to you each day by the Vuelio Political Services team.

Wednesday, 16 November 2022

COP27: Biodiversity Day

  • Thérèse Coffey, the Environment Secretary, set out UK support to protect the world’s oceans and natural habitats. She called on countries to come together at the UN Convention on Biological Diversity in Montreal to agree a robust plan for tackling nature loss.  
    • The Government pledged £30m to the Big Nature Impact Fund – a new public-private fund for nature in the UK. 
    • An additional £12m was pledged to the Ocean Risk and Resilience Action Alliance to protect and restore vulnerable coastal communities and habitats. 
    • A further £6m to provide capacity building support to developing countries to increase commitments to nature and nature-based solutions under the Paris Agreement. 
    • A new UK climate finance contribution of £5m toward the Inter-American Development Bank’s (IDB) Multi-Donor Trust Fund for the Amazon. This hopes to tackle deforestation. 
    • Coffey outlined the importance of mangroves and the climate benefits of blue carbon.
  • The COP26 President convened Ministers and senior representatives to accelerate the transition to Zero Emissions Vehicles:
    • Launching the new Accelerating to Zero Coalition – a platform for leading initiatives to work together to deliver a Paris-aligned Zero Emission Vehicle (ZEV) transition globally.
    • Announcing a total of 214 ZEV Declaration signatories, committing them to a global all-ZEV sales target by 2040, and 2035 in leading markets, including new signatories France and Spain.
    • Launching a support package for emerging markets and developing economy (EMDE) countries, backed through a Global Commitment by donor countries including the UK, US, Germany and Japan.

 

Tuesday, 15 November 2022

COP27: ACE & Civil Society and Energy Day.

  • The Government have announced the launch of the Indonesia Just Energy Transition Partnership at G20 which builds on momentum from COP27. The partnership will mobilise £17bn over the next 3-5 years to accelerate a just energy transition. The UK will support delivery of the partnership, including a $1bn World Bank guarantee.

 

Monday, 14 November 2022

The second week at COP27 begins with Adaptation & Agriculture Day.

  • Alok Sharma made a speech at the High-Level Ministerial round table on pre-2030 ambition
    • He reiterated the need to stick to 1.5 degrees, noting the harm caused by exceeding this for many countries globally.
    • He said we have the business community on-side: 200 international businesses on Saturday signed an open letter in defence of 1.5
    • There is work to do on finances: more in terms of Multilateral development bank reform, more on the Just Energy Transition Partnership.
    • He called for progress on mitigation, and on loss and damage.
    • He asked G20 leaders to reaffirm their 1.5 commitment at the G20 summit.
    • There are four mitigation outcomes that need to be achieved: (1) Countries that have not set Nationally Determined Contributions need to do so (there are 33 that have set NDCs); (2) Clear commitments to science; (3) Further steps to phase out coal and phase out fossil fuel subsidies; (4) The legalities of the Mitigation Work Programme need to be agreed.

Saturday, 12 November 2022

Day 6 at COP27 was Adaptation & Agriculture Day.

Friday, 11 November 2022

Day 5 at COP27 was Decarbonisation Day. COP26 President, Alok Sharma spoke at the COP27 Breakthrough Agenda event.

  • The Business Secretary, Grant Shapps has announced at least £65m investment to help speed up the development of new green technologies globally. This will be part of the Industry Transition Programme, by the Climate Investment Funds. The Government will also support a new funding window from the Mitigation Action Facility for projects developing clean tech.
  • The Breakthrough Agenda was first launched at COP26- a commitment by 47 signatory countries to work together internationally this decade to accelerate the development and deployment of the clean technologies and sustainable solutions needed to meet our Paris Agreement goals, ensuring they are affordable and accessible for all.  Countries today on the 11 November launch a package of 25 new collaborative actions to be delivered by COP28 to speed up the decarbonisation under five key breakthroughs of power, road transport, steel, hydrogen and agriculture.
    • The UK and Morocco have agreed to co-lead the Power Breakthrough: Clean power is the most affordable and reliable option for all countries to meet their power needs efficiently by 2030.
    • The UK, US and EU have agreed to co-lead the Hydrogen Breakthrough: Affordable renewable and low carbon hydrogen is globally available by 2030.
    • The US, India and UK have agreed to co-leads the Road Transport Breakthrough: Zero emission vehicles are the new normal and accessible, affordable, and sustainable in all regions by 2030. 
    • Egypt and UK have agreed to co-lead the Agriculture Breakthrough: Sustainable, decarbonised agriculture with investment in agriculture research, development and demonstration addressing challenges of food security, climate change and environmental degradation.  

Thursday, 10 November 2022

Day 4 at COP27 was Science, and Youth & Future Generations Day. 

  • COP26 President Alok Sharma met with Vietnam’s Minister of Environment and Natural Resources to discuss Vietnam’s energy transition. They recommitted to finalising the details of a political declaration and package of financial support for Vietnam’s energy transition, reaching an agreement before the end of 2022.

Wednesday, 9 November 2022

Day 3 at COP27 was Finance Day. The Prime Minister made a statement to the House of Commons, reiterating the UK policy announcements made during the World Leaders’ Summit.

  • UK Export Finance have announced as part of COP27 Finance Day that it will become the first export credit agency in the world to offer Climate Resilience Debt Clauses in its direct sovereign lending. The clauses will offer low-income countries and small island developing states the ability to defer debt repayments in the event of a severe climate shock or natural disaster.
  • The Exchequer Secretary, James Cartlidge,announced the publication of the UK Transition Plan Taskforce’s Disclosure Framework. It outlines the key design principles which will underpin Climate Resilient Debt Clauses for use in private sector lending, and called for all creditors – including private banks, other bilateral lenders and the international financial institutions – to explore adopting these clauses. 
  • The UK has announced its support for Colombia’s emergency plan to stop deforestation in the Colombian Amazon. The Joint Declaration of Intent between Colombia, Germany, Norway and the UK from 2015 has been extended until 2025. Norway and Germany announced new contributions of $25m. There has been no new funding commitment made by the UK.

Tuesday, 8 November 2022

The 2nd and final day of the World Leaders’ Summit began with reports that the UK and US are about to announce a major fossil fuel deal following COP27, with the US planning to sell £10bn of cubic metres of liquefied natural gas to Britain in 2023 in order to improve energy security.  

New funding commitments  

  • The Foreign Secretary has announced £200m financial support to the African Development Bank’s Climate Action Window to adapt to the impacts of climate change. This is part of yesterday’s commitment to triple adaptation funding targets from £500m to £1.5bn (2019-2025).

Scottish commitments

  • Nicola Sturgeon, First Minister of Scotland, has pledged £5m funding to tackle loss and damage caused by the climate crisis in developing countries.

Monday, 7 November 2022

The new COP27 President, Egyptian Foreign Affairs Minister Sameh Shoukry, opened the World Leaders’ Summit today. Prime Minister Rishi Sunak spent the day meeting other heads of state and delivered his speech to the conference floor. His speech followed warnings from the UN Secretary General, António Guterres, that the world is ‘on a highway to climate hell’, saying that in order to save humanity, we must ‘co-operate or perish’. Meanwhile, the UN Environmental Programme has labelled progress on cutting emissions ‘woefully inadequate’ since COP26 in Glasgow last year.  

New funding commitments

  • General commitments 
    • The Prime Minister confirmed that his new Government would stick to the £11.6bn international climate fund that was pledged last year, but it’s possible the plan could take longer than the five years originally planned. 
    • Sunak announced that the UK will triple funding for adaptation programmes from £500m in 2019 to £1.5bn in 2025.  
    • £65m for the Nature, People and Climate Investment Fund, supporting indigenous and local forest communities. 
    • £65.5m for the Clean Energy Innovation Facility which provides grants to researchers and scientists in developing countries to accelerate the development of clean technology. 
    • As part of the new Forests and Climate Leaders’ Partnership, Sunak confirmed more than £150m for protecting rainforests and natural habitats, including the Congo Basin (£90m) and the Amazon. 
    • The Foreign Secretary will announce £100m to support developing economies to respond to climate-related disasters, including £20.7m in Disaster Risk Financing to support countries who face climate-related disasters, and £13m to support vulnerable countries to adapt to climate impacts.  
    • Speaking today, Nicola Sturgeon said her government are set to announce a proposal on aid for vulnerable countries, criticising the poor delivery of the $100bn climate finance commitment. 
  • Place-specific commitments 
    • New financial support for Egypt’s COP27 initiative, ‘Nexus on Food, Water and Energy’ to develop projects including solar parks and energy storage innovations. 
    • Climate finance support for the UK-Kenya Strategic Partnership. 
    • £95m for Nigeria to support the development of climate-resilient agriculture. 

International partnerships

  • The UK has launched the Forests and Climate Leaders’ Partnership. The new group will meet twice a year to track commitments on Forests and Land Use Declaration from COP26 (aiming to halt and reverse forest loss by 2030). The Partnership has 26 members, accounting for 33% world’s forests.  
  • The UK and Kenya have reaffirmed their commitment to the UK-Kenya Strategic Partnership, including progressing on green investment projects: new and expanded solar and geothermal power plants, financing railway and a dam hydropower project. 
  • The UK will sign a Memorandum of Understanding with Colombia to renew the ‘Partnership for Sustainable Growth’. 
  • The UK, alongside the US, Norway and the Netherlands pledged to roll out ‘green shipping corridors’ with maritime routes decarbonised from end to end. The UK and US agreed to launch a special Green Shipping Corridor Task Force to bring together sector experts to encourage research and development.

For more news from the political and public affairs sector, sign up to Vuelio’s Friday newsletter Point of Order.

Stakeholder Management

A guide to the benefits of Stakeholder Management

Every business and brand has stakeholder relationships that need to be tracked and nurtured. A centralised solution can provide teams with a press office, a central space to save and manage your messaging, a bank of key contacts, resources for issue and crisis management and readily available data for reporting back to your internal stakeholders.

This guide covers the principles and importance of stakeholder management and how SRM platforms can provide solutions for your current strategy and future approach, as well as help prevent any future comms disasters.

Press office management

1. Managing your press office

Fielding calls and emails from journalists, the public, your community, your colleagues – press office management should be part of any stakeholder management solution. This function provides a place to log and manage every interaction your brand and business has across the team, skipping over the possibility of information silos or missed connections.

Search previous and current engagements to find every logged conversation happening across your brand and keep the interaction going to deepen both the burgeoning and ongoing relationships key to your business.

Vuelio Enquiries

2. Managing your messaging

Even organisations with clear shared goals and firmly established brand personalities are at risk of incorrect messaging, outdated brand assets or tonally-wrong comms being shared by well-meaning team members without access to the latest documents. A stakeholder management platform provides a space for brand assets ready for sharing with co-workers and colleagues in company-wide internal communications as well as external media contacts and consumer bases.

To add to the press office function of contact and engagement management, a stakeholder management solution provides a convenient shared hub for building your bank of press releases, logos, images, email campaigns, relevant reporting and more. With easy access to these assets, those working on specific campaigns, or managing a crisis that needs a response, can share the relevant materials across the appropriate avenues.

Issues management

3. Shared banks of stakeholders

Gone are the days of relying on outdated and easily-broken Outlook and Excel spreadsheets filled with complicated data and formulas. Vuelio’s Stakeholder Database provides a shared repository for your internal and external stakeholders and groups.

Find contact details you need with simple searches and filtering. For gaps in memory, refresh yourself on the last interaction you had with certain contacts. Whenever you logged your last conversation with a stakeholder, Vuelio’s platform keeps a real-time overview of engagements and a detailed history of the interactions you save on each profile card.

Tracking engagement across your entire organisation can be made even easier with personalised customisations to your dashboard. By setting your dashboard to meet your needs and specific expectations, you can reduce the time spent searching for specific engagements and contacts… with no broken formulas or random reformatting to hold you back.

PR CRM

4. Crisis management

A centralised overview of all engagements and available resources is particularly useful for issue-based management in successful times. It is also vital for the more challenging times that may come for your business.

Where saving time, team effort and avoiding missteps is particularly important is crisis communications. While the hope, of course, is that crisis comms will not be needed any time soon, preparing for any eventuality is a must in the modern PR, public affairs, political and comms space.

To aid you in being ready for any issues that could crop up in the future, Vuelio’s unique module for issue management provides a connected hub for communications, media activities and all assets currently in place for specific projects or, if they happen to arise, problems.

Stakeholder management

5. Reporting back

For when it is time to report back to your internal stakeholders on the success of your external stakeholder engagement comms, management tools like Vuelio have a range of fully-customisable reports to populate with proof of your good work.

In fact, Vuelio Stakeholder Management can be accessed anywhere you can log on, meaning that whether you are meeting with internal stakeholders, regulators, industry bodies, the media, Government agencies or communities important to your sector, you can find the information you need to develop these relationships.

Demonstrate the value of your efforts and the reach of your messaging to your stakeholders now, and get ready for the future of your organisation with the ability to analyse areas for improvement and opportunity in preparation for your next big campaign.

For more on Vuelio’s solutions for public relations, comms, public affairs and politics, check out information on our products including Media Monitoring and the Vuelio Media Database.