Founded in 1927, Hill + Knowlton used to be considered a global PR juggernaut. But it's lost big accounts and shed headcount over the past decade, including about half of its staff in the New York and Washington, D.C., offices. It was on a path to turn around its US business by restructuring its operations, cutting billing rates, changing how it pitches, and spending in areas like creative, behavioral science, and data analytics when the pandemic struck.
The plan called for Hill + Knowlton to focus on winning healthcare, technology, and energy clients, which includes industrials. The agency also was going to spend more on digital planning, crisis strategy, behavioral science, data analytics, and creative. Millar also said he relaxed most staffers' billing targets. Former employees said those targets were unrealistic, making it hard to win new accounts. Millar said he had "no evidence to suggest that price was a barrier for conversion," though.
"Geographical proximity to corporate headquarters is critical," said a source familiar with the review process. "When you do product-oriented PR and engage with the community, building respect with executives in the Bay Area is material." The idea is to provide services beyond the traditional PR playbook of media relations and reputation management. Competitors like BCW Global, Weber Shandwick, FleishmanHillard, and Edelman have launched similar initiatives.The agency was winning more than 70% of its pitches in the past year, up from around 65% in previous years, when the coronavirus struck, said Sam Lythgoe, global chief business development officer at Hill + Knowlton.
"It was almost an internal joke that no one who was president of the US or US CEO stayed for long," said one former employee.
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