Tyler Kim, CEO of Weber Shandwick APAC, is a renowned veteran in the communications field. He spearheaded the launch of Weber Shandwick Korea in 2009, and under his leadership, the office not only doubled in size within a year but also maintained an astounding growth rate of over 60%. With over 25 years of rich experience, Kim has provided strategic advice to numerous senior executives and organizations, developing comprehensive strategies for market entry, corporate positioning, crisis management and marketing communications.
Kim spoke to BW Marketing World during his recent visit to India where he discussed a range of issues and shared his vision for Weber Shandwick.
excerpt:
Over the past few years, a number of PR agencies have been set up in India, with some big names emerging as well. The opportunities are numerous, but the challenges are also numerous and the competition is fierce. So how is Weber Shandwick navigating the Indian market in this climate?
Our strategy in India and across the Asia Pacific region is focused on working closely with C-suite executives. Historically, our work has focused on media relations, but has evolved to engage more directly with CEOs and other senior executives. To support them effectively, we need to understand their concerns, be it geopolitical issues, AI, ESG and sustainability, or misinformation.
We are tailoring our proposition to address these megatrends and helping CEOs navigate complex issues. This approach involves strengthening our team with subject matter experts, unlike in the past when generalists dominated the PR field. For example, we have experts in geopolitical issues, AI and ESG. In Singapore, we have hired a PWC consultant with extensive experience in employee engagement and organizational transformation, adding significant value to our ESG and sustainability advisory.
Geopolitically, we are addressing the impact of numerous elections taking place around the world, including the recent election in India, and how this will impact businesses. We are helping our clients understand and navigate the policy changes resulting from these elections. This ranges from navigating complex issues such as potential U.S. tariffs on Chinese products under the Trump Administration to the challenges U.S. businesses face in China, including the possibility of unbundling.
Employee engagement is also a key area. Companies need to communicate effectively with employees to maintain morale and clarify their vision and goals, especially during mergers and acquisitions.
Our role extends to advising on AI adoption: Given the reluctance to adopt AI in India, we are helping companies develop a clear AI strategy and regulations to prevent misuse of AI and protect sensitive information.
Finally, ESG and sustainability are very important. Our recent survey shows that Indian millennials are prioritizing ESG and sustainability and influencing their purchasing decisions. They attach great importance to environmental issues, especially plastic consumption and energy use. Around 36% of millennials believe that companies should address pollution, greenhouse gas emissions, use of single-use plastics, water consumption, and general waste. Regulations scheduled to come into force in 2025 will require companies to establish robust sustainability goals and policies. We are helping governments comply with regulations and communicate ESG initiatives to stakeholders.
Overall, our approach integrates public relations and strategic advisory services, leveraging our global expertise to deliver value to clients in India and overseas.
It's been very comprehensive and you've touched on a lot of topics, so I want to touch on a particular topic that is the least talked about and is rarely talked about, especially in India, which is the talent piece. Even when you look at the journalism side, there is a lack of training on the organizational side, they cross over into different verticals and I always feel they need to be retrained. And sometimes you really have to train them because the barriers are so low. What have been your biggest observations in terms of PR and talent in the Indian market?
In the Indian market, the talent pool is highly skilled yet undervalued. The creative work and ideas produced here can rival any market in the world. The problem lies in monetizing this talent and valuing it for clients. Clients often demand competitive pricing, which leads to increased competition among agencies. This undervaluation ultimately hurts the industry.
Many talented Indian professionals are now working abroad where their skills are more highly valued and appreciated. There are many Indians holding public relations positions and other senior roles in multinational companies outside India. This shows that the Indian skill sets are there but are not fully appreciated in the country.
To address this, we serve clients around the world from India, whilst maintaining the same budgetary standards as in Singapore and Hong Kong. This approach ensures high quality work whilst leveraging India's cost advantages.
English proficiency is also a strength of India, making it a valuable talent pool for the global market. We are trying to leverage this strength by having our Indian team write for other markets. Indian talent is extremely talented and we are working to ensure it is duly recognised and valued.
So, which markets are the best globally?
Our largest market is North America as we have our base and headquarters in the US. We divide our operations into four sectors: North America, EMEA (Europe, Middle East, Africa), APAC, and LATAM (Latin America). North America is the largest in terms of revenue, followed by EMEA. The APAC region, including India, is a growth market for us, while LATAM is relatively small. Our distributed leadership and diverse workforce culture are essential to our success in these diverse markets.
In distributed leadership, empowering local leaders is crucial. How does Weber put this into practice, especially in India?
When I joined Weber Shandwick 15 years ago, I was tasked with setting up the Korea office from scratch. There was no template or strict guidelines on how to do it. I was given the autonomy to build a business that suited the Korean market, from hiring the right talent to pitching to clients. This hands-off approach has also been implemented in India.
Our CEO in India, Valerie Pinto, knows the market much better than I do, so it's important to leave the day-to-day management to her and her team. They hire, decide the direction of the business, and work independently with partners. My role is to support them on the business side, help them pitch, and provide them with the resources they need.
But there is one area we could improve: training. While we offer formal training on topics like geopolitical issues and AI, the most effective learning happens on the job. Observing senior professionals in client meetings and media interactions is invaluable.
The art of media relations, which has faded over time, needs a revival. In the old days, reading newspapers and meeting journalists was the norm. This not only helped us to stay informed but also to build strong relationships with the media. It is important to understand the reporters' interests and provide them with valuable stories – relevant and timely information, even if it is not necessarily about our clients. This approach fosters a symbiotic relationship where reporters see us as a valuable source of information, not just PR professionals chasing stories.
How has the relationship between PR and media evolved over the past decade, and what can be done to strengthen it?
The PR-media relationship has evolved significantly, and it's essential that we position ourselves as a valuable source of information. Journalists should see us as partners providing insightful, timely, and relevant stories. To do that, we need to deeply understand what reporters are working on and what interests them. Rather than simply sending out press releases, we need to provide context and relevance to ensure our pitch resonates with readers.
Building trust and respect is crucial. Reporters appreciate when PR professionals bring valuable information to the table, even if it’s not directly about your client. You should counter your client’s story if it’s not newsworthy and help them craft a message that will genuinely interest journalists.
The art of media relations involves continuous learning and adapting. Despite the shift to digital media, traditional media still holds value in many markets, including India. Engaging with journalists, understanding their needs and providing valuable content fosters mutually beneficial relationships.
What has been your biggest highlight and milestone since taking on the role of CEO?
I have been in this role for three years now and most of my tenure has been focused on the challenges of the COVID-19 pandemic. One of the key highlights has been navigating the pandemic and orchestrating the distribution of masks and other essential supplies across markets including India and China to ensure the safety and health of our employees.
Coming out of the pandemic and rebuilding our business was a major milestone. We have not only recovered but are now experiencing significant growth. Another highlight for me has been the daily interactions with our clients and team, where I feel our meetings and sessions add real value. Every positive interaction strengthens our mission and advances our collective success.
What is your vision for the Asia Pacific market, and India in particular?
Our vision for Asia Pacific markets, including India, is to move to a more consultative business model, which means offering strategic advisory services on issues like geopolitical dynamics, AI, employee engagement, ESG, etc. We aim to deepen our advisory role to C-suite executives while retaining the strengths of our current business.
Creating an engaging work environment is also a priority. We want our employees to look back on their time at Weber Shandwick as a period of significant learning and growth. Working on impactful projects that address important issues strengthens your skillset and makes you more competitive in the marketplace.
Ultimately, our goal is to be the first choice for both our clients and employees. We want to be known as the place where talented professionals come to learn and grow, and where clients come for top-class advisory services, so that we can remain a dynamic and attractive choice in the industry.
Ruhail Amin
BW Reporters Ruhail Amin, Senior Editor, BW Businessworld, is a veteran journalist with expertise in business, technology, entertainment and politics, known for his incisive analysis and in-depth reporting. His work reflects a commitment to journalistic integrity and good storytelling and is recognised as a trusted voice in the industry. His contributions span multiple platforms, consistently delivering content that informs and engages a wide audience.
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