IPN's Claire Lawson shares why smarter content, not more content, is the right answer for PR in a nation as fast-moving and digital-first as the UAE.

In a world where every scroll, search, and swipe leave a data trail, the future of PR doesn’t lie in better stories, it lies in smarter ones.

Over the past few years, I’ve had the opportunity to work more closely across the Omnicom network of agencies. It’s reshaped how I think about communications. Not because of the scale of the work but because of the quality of thinking, the tools at our fingertips, and the shared intelligence that removes the guesswork from strategy.

At a time when holding groups are consolidating and models are under pressure, that level of integration isn’t just a competitive edge; it’s a necessity.

We’re at a pivotal moment. Our value no longer lies in storytelling alone, but in how precisely we’re able to target, shape and elevate those stories in a world that’s constantly shifting.

For too long, PR has relied on static research and anecdotal insight, often filtered through biased algorithms or limited by our own digital history. That kind of approach narrows perspective instead of expanding it.

Today, influence is shaped in real time – and data is the proof. In the UAE, 100 per cent of the population is active on social media, 52 per cent turn to social platforms for news, and nearly half of the population look for information about brands and products on social platforms before anywhere else.

That behavioural shift isn’t a trend. It’s infrastructure. And it demands that we stop treating data as a post-mortem tool and start using it as a creative and strategic unlock.

Across our network, I’ve seen this in action. When we lead with data, not as a reporting function but as a source of direction, we build strategies that resonate, travel, and convert. Audience insight, behavioural patterns, media consumption – when used well – become creative catalysts.

This is especially true when communications and marketing aren’t treated as separate streams. When integration happens – across teams, tools, and budgets – we don’t just get alignment. We get impact.

And the smartest brands are catching on. By breaking down silos between comms and marketing and integrating their budgets, they’re unlocking not just efficiency, but effectiveness. McKinsey attributes a 10 to 30 per cent increase in marketing ROI to personalisation strategies. And personalisation is only possible when data, creative, media, and messaging are working in sync.

This isn’t about chasing metrics. It’s about understanding the motivations behind them and building strategies that earn attention because they deserve it.

In a region as fast-moving and digital-first as the UAE, more content isn’t the answer. Smarter content is. Stories shaped by how people live, scroll, consume, and connect, and guided by real behaviour, not assumptions.

The question isn’t whether data belongs in PR. It’s whether we’re bold enough to let it lead.

News source: https://campaignme.com/is-data-the-real-powerhouse-behind-modern-pr/

IPN will highlight SEVEN’s role in creating entertainment destinations, amplify key milestones, and establish SEVEN’s leadership in the entertainment ecosystem.

Impact Porter Novelli (IPN) has been appointed the communications partner for Saudi Entertainment Ventures (SEVEN).

The partnership will see IPN supporting SEVEN’s ambitious mission to transform Saudi Arabia’s entertainment sector through strategic communications that engage audiences.

IPN will highlight SEVEN’s role in creating entertainment destinations, amplifying key milestones, and establishing SEVEN’s leadership in the entertainment ecosystem.

Commenting on the account win, Claire Lawson, Managing Director, Impact Porter Novelli, said, “We are honoured to partner with SEVEN during such a pivotal time for Saudi Arabia’s entertainment sector. SEVEN’s ambition to create a world-class entertainment ecosystem is inspiring.”

Lawson added, “At IPN, we are committed to bringing their vision to life through strategic storytelling, innovative campaigns, and meaningful engagement with audiences. This partnership represents an exciting opportunity to help shape the future of entertainment in the Kingdom.”

With IPN’s support, SEVEN will launch several new destinations in 2025.

The collaboration also marks a major step in SEVEN’s journey to establish itself as a driving force behind Vision 2030.

IPN’s client roster has recently also included the likes of Amazon, Al-Futtaim Automotive, IKEA, OSN+, Marks and Spencer, for which the agency offers a spectrum of services ranging from strategy and campaign planning, content development, media and influencer relations, to brand and reputation management and crisis management.

News source: https://campaignme.com/saudi-entertainment-ventures-picks-ipn-as-communications-partner/

Impact Porter Novelli's Claire Lawson makes the case for a client experience revolution within PR saying that the human aspects of PR – insight, partnership, and strategic thinking – are what will set agencies apart.

Let’s be frank – the PR industry is obsessed with winning. Securing a high-profile client, launching viral content, or crafting an award-winning campaign, agencies invest heavily in pitches and execution … and can’t wait to write that self-congratulatory LinkedIn post. Yes, I’ve been guilty of this myself, but this isn’t about me…

Despite the noise about success, client churn remains a major issue. Why? Because results alone don’t keep clients loyal – the experience does.

A long-term client once shifted part of their business to a local Saudi agency, dazzled by a compelling pitch and strong market insights. Within months, they realised the agency lacked the quick turnarounds, dynamic thinking, and agility required.

They returned, recognising true partnership is about more than just insights – it’s about being the right fit. We, in turn, invested more heavily in our team on the ground to ensure we could deliver what was missing.

As AI streamlines PR tasks, agencies must rethink their competitive advantage. The real differentiator is how agencies work with clients, anticipate challenges, and integrate into business objectives. The ones that thrive will prioritise client experience as a business function, not just a relationship-building exercise.

The client experience gap: why agencies lose business

Clients don’t just leave over performance issues – they leave when they don’t feel valued or supported. Common frustrations include:

• Lack of strategic thinking: when agencies focus on execution instead of providing counsel, becoming order-takers rather than trusted advisors
• Inconsistency in service: the team that won the pitch is rarely the one servicing the account, leading to disconnects
• Transactional relationships: agencies that focus only on deliverables instead of understanding the bigger business picture risk losing relevance

A few years ago, a client was ready to fire us a year into a two-year contract. I met with her in person—not to persuade her otherwise, but to learn. She revealed that no one from our team had engaged her face-to-face in six months. Simply showing up, listening, and aligning PR with her business goals turned the relationship around, extending our contract by another two years.

What agencies must do differently

For agencies to remain indispensable, they must rethink their role:

• Strategic partnership: clients expect agencies to shape reputation strategy, challenge assumptions, and anticipate risks.
• Proactive engagement: instead of waiting for briefs, agencies should identify opportunities and offer solutions first.
• Seamless collaboration: PR must integrate with marketing, digital, and creative teams to maximise impact.
• Agility and responsiveness: with reputational shifts happening overnight, real-time advisory is more valuable than ever.

It’s also about playing the long game. A client with a modest budget was initially deprioritised, but a team member continued investing time and effort. That client has now tripled our scope, proving that clients notice when agencies go the extra mile, even when the immediate payoff isn’t obvious.

One of the simplest yet most overlooked strategies is regular client engagement beyond reports and deliverables. I often tell my team: Forget the results or the last campaign. If clients rated us on how often we go above and beyond, how would we score? If it’s not great, we need to rethink our approach.

The case for change: why PR needs a client experience revolution

Despite its importance, client experience isn’t embedded into most agencies’ KPIs. Focus remains on coverage volume, share of voice, and campaign metrics – important, but none guaranteeing retention.

If agencies want to future-proof themselves, they must:

• Train teams beyond the day-to-day, focusing on business advisory and relationship management
• Make client experience a measurable KPI, rather than relying on informal feedback.
• Rethink how PR integrates into a business. Rather than an external service, agencies should become part of the client’s ecosystem – understanding internal dynamics, stakeholder challenges, and long-term objectives.

Many agencies focus on winning clients over keeping them. But those who master client experience will build a sustainable advantage. The agencies that thrive in the next decade won’t just have the best creative ideas or media relationships – they’ll master client experience as a competitive advantage.

In an industry where AI is making execution faster, the human aspects of PR – insight, partnership, and strategic thinking – are what will set agencies apart. Those who fail to prioritise client experience will find themselves in a race to the bottom, competing on price alone.

Writing this, I asked myself – surely, this is obvious? But I’ve had enough conversations with clients, both about my own agency and others, to know that it’s not. We must all stop thinking like vendors and start acting like true business partners. Agencies that embrace this shift won’t just win pitches—they’ll keep clients for the long run.

News source: https://campaignme.com/why-pr-agencies-need-better-cx-client-experience-as-a-competitive-edge/

Impact Porter Novelli (IPN) has kicked off the year with the addition of two accomplished professionals to its UAE team, following several key client wins in the real estate and entertainment sectors.

The new team hires include:

• Abhirami Selvakumar, Account Manager – A GCC media relations specialist with a strong track record of securing regional visibility and enhancing global client reputations. She brings expertise in corporate, financial and crisis communications across the finance, asset management and FMCG sectors
• Abdelrhman Lokaya, Junior Account Manager – A skilled PR professional with extensive experience in media relations across the UAE and KSA, having secured major media coverage, facilitated high-profile interviews with global news outlets and led media strategies for top executives. He has worked with major government clients and represented clients at key industry events, specializing in brand positioning and strategic communications
• Dana El Zoor, Account Manager, Riyadh – A seasoned PR professional with extensive experience in business development and client relations, Dana has worked with major global brands and government entities. Her expertise will further cement IPN’s growing presence in Saudi Arabia, enhancing IPN’s ability to support clients across the Kingdom.

"Welcoming Abhirami, Abdelrhman, and Dana strengthens our ability to support our growing client base," said Claire Lawson, Managing Director at IPN. "Their expertise reinforces our commitment to delivering impactful, strategic communications and reflects our confidence in the continued growth of the real estate and entertainment industries. As we expand in Saudi Arabia, Dana’s experience will be invaluable in deepening our client partnerships in the market."

Impact Porter Novelli is an award-winning, full-service public relations and communications agency with a diverse clientele spanning multiple sectors, including leisure, sports and entertainment, technology, retail, real estate, and automotive. IPN works with leading brands such as Amazon, OSN+, Al-Futtaim, and several PIF-backed companies. Part of the Porter Novelli global network, IPN operates regionally under Impact BBDO and is owned by Omnicom.

News source: https://news.mepra.org/impact-porter-novelli-strengthens-team-with-key-hires-and-expansion-in-saudi-arabia-amidst-new-business-growth/

Impact Porter Novelli and OSN+ crafted a highly successful campaign for the launch of House of the Dragon Season 2. With objectives to re-engage fans, attract new audiences, and elevate the series into pop culture, the campaign utilized a blend of digital stunts, influencer engagement, and experiential activations. Key tactics included CGI stunts at iconic regional landmarks such as Kuwait’s KIPCO Tower and Saudi Arabia’s Elephant Rock, along with a Pyramid of Djoser light installation in Egypt. The campaign also integrated an exclusive screening event, featuring the Iron Throne and actor Steve Toussaint, enhancing media and fan excitement. A multifaceted strategy across earned, social, and influencer media generated over 1.03 billion impressions, a 175% increase in new OSN+ subscribers, and a 210% surge in app downloads. This innovative approach set a new standard in launching high-profile series, blending cultural reverence with modern storytelling.

News source: https://www.mepra.org/award-posts/impact-porter-novelli-and-osn-raise-your-banners-house-of-the-dragon-season-2-launch/