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Tyler Kim, the CEO of Weber Shandwick APAC, is a distinguished veteran in the field of communications. In 2009, he spearheaded the launch of Weber Shandwick Korea, and under his leadership, the office not only doubled in size within its first year but also sustained an impressive growth rate exceeding 60 per cent. With over 25 years of extensive experience, Kim has provided strategic counsel to a multitude of senior executives and organisations, crafting comprehensive strategies for market entry, corporate positioning, crisis management, and marketing communications.
During his recent visit to India, Kim spoke to BW Marketing World, discussing a range of issues and articulating his vision for Weber Shandwick.
Excerpts:
India over the past few years has seen a plethora of PR agencies and even well-known ones here. There are so many opportunities, but so many challenges also in that, a lot of competition. So, how is Weber Shandwick navigating the India market in such a situation?
Our strategy in India, and across the entire APAC region, focuses on closer collaboration with the C-suites. Historically, our work centred on media relations, but we've evolved to engage more directly with CEOs and other senior executives. To effectively support them, we must understand their concerns, such as geopolitical issues, AI, ESG and sustainability, and misinformation.
We align our propositions to address these megatrends, helping CEOs navigate their complexities. This approach involves strengthening our team with subject matter experts, unlike in the past when generalists dominated the PR field. For instance, we have experts in geopolitical matters, AI, and ESG. In Singapore, we've hired a consultant from PWC with extensive experience in employee engagement and organizational transformation, adding significant value to our ESG and sustainability advisory.
Geopolitically, we're addressing the ramifications of numerous elections worldwide, including the recent one in India, and their impact on businesses. We help clients understand and navigate policy changes resulting from these elections. This extends to handling complex issues like potential U.S. tariffs on Chinese products under the Trump administration and the challenges U.S. companies face in China, including the possibility of decoupling.
Employee engagement is another critical area. Companies must communicate effectively with their employees, especially during mergers and acquisitions, to maintain morale and clarity about their vision and goals.
Our role extends to advising on AI adoption. In India, AI adoption is hesitant, so we help companies develop clear AI strategies and regulations to prevent misuse and protect confidential information.
Lastly, ESG and sustainability are paramount. Our recent survey shows that Indian millennials prioritise ESG and sustainability, influencing their purchasing decisions. They place high importance on environmental issues, particularly regarding plastic consumption and energy use. About 36 per cent of millennials believe that corporates should work towards reducing pollution, greenhouse gas emissions, the use of single-use plastics, water consumption, and general waste. With upcoming mandates in 2025, companies must establish robust sustainability goals and policies. We're helping them align with government regulations and communicate their ESG efforts to stakeholders.
Overall, our approach integrates public relations with strategic advisory services, leveraging our global expertise to deliver value to clients in India and beyond.
Since it was very comprehensive, and you touched upon many topics, I also want to touch upon one specific topic which is the least spoken about and rarely spoken about which is the talent part of it especially in the Indian context. All, even if you look at the journalism side, we always feel that there is a lack of training happening on the institutional side and they cross over and they must be retrained and all of that. And sometimes the barriers are so low that you must really train them. When it comes to talent in public relations and the India market what has been your larger observations?
In the Indian market, the talent is highly skilled but undervalued. The creative work and ideas produced here are on par with any global market. The issue lies in the monetisation and client recognition of this talent. Clients often push for competitive pricing, leading to a race to the bottom among agencies. This undervaluation ultimately harms the industry.
Many talented Indian professionals now work abroad, where their skills are better recognized and valued. We see many Indian heads of communications and other senior roles in multinational companies outside India. This indicates that the skill set is there, but it's not appreciated adequately within the country.
To address this, we're delivering services from India to clients globally, maintaining the same budget standards as in Singapore or Hong Kong. This approach leverages India's cost advantages while ensuring high-quality work.
English proficiency is another strength in India, making it a valuable talent pool for global markets. We're trying to leverage this by having our Indian team write for other markets. The talent in India is quite high, and we're working to ensure it is recognised and valued fairly.
So which markets globally are your best markets?
Our largest market is North America, given our U.S. base and headquarters. We divide our operations into four sectors: North America, EMEA (Europe, Middle East, and Africa), APAC, and LATAM (Latin America). North America dominates in terms of revenue, followed by EMEA. The APAC region, including India, is a growing market for us, while LATAM is comparatively smaller. Our decentralised leadership and diverse people culture are crucial in navigating these varied markets successfully.
Empowering local leaders is crucial in decentralised leadership. How are you implementing this at Weber, particularly in India?
When I joined Weber Shandwick 15 years ago, I was tasked with opening our Korean office from scratch. There was no template, no strict guidelines on how to do it. I was given the autonomy to build a business that made sense for the Korean market, from hiring the right people to pitching to clients. This hands-off approach is what we practice in India as well.
Valerie Pinto, our CEO in India, knows the market far better than I do, so it’s crucial that we leave the day-to-day management to her and her team. They make the hires, decide on the business direction, and work with partners independently. My role is to support them with the business, assist in pitches, and provide necessary resources.
However, one area where we can improve is training. While we do provide formal training on subjects 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 diminished over time, needs a revival. Back in the day, reading newspapers and meeting with journalists were daily routines. This not only kept us informed but also helped build strong relationships with the media. Understanding the reporters’ interests and providing them with valuable stories is key. It's about giving them relevant, timely information, even if it's not always about our clients. This approach fosters a symbiotic relationship where reporters see us as valuable sources, not just PR professionals chasing coverage.
How has the PR-media relationship evolved over the past decade, and what can be done to strengthen it?
The PR-media relationship has evolved significantly, and it's essential to position ourselves as valuable sources of information. Journalists should see us as partners who provide insightful, timely, and relevant stories. This requires a deep understanding of what reporters are working on and what interests them. Instead of merely sending press releases, we should offer context and relevance, ensuring our pitches resonate with their audience.
Building trust and respect is crucial. Reporters appreciate when PR professionals bring valuable information, even if it's not directly about their clients. We need to push back on clients when their stories aren't newsworthy and help them craft messages that will genuinely interest journalists.
The art of media relations involves continuous learning and adaptation. Despite the shift towards digital media, traditional media still holds value in many markets, including India. Engaging with journalists, understanding their needs, and providing them with valuable content fosters a mutually beneficial relationship.
What are your biggest highlights and milestones since becoming CEO?
I've been in this role for three years, and much of my tenure has been dominated by the challenges of the COVID-19 pandemic. One of the key highlights was navigating through the pandemic, ensuring the safety and well-being of our employees by organizing the distribution of masks and other essential supplies across our markets, including India and China.
Coming out of the pandemic and rebuilding the business has been a significant milestone. We've not only recovered but are now seeing significant growth. Another highlight for me is the daily interactions with clients and teams, where I feel that our meetings and sessions add real value. Each positive interaction reinforces our mission and drives our collective success.
What is your vision for the Asia-pacific market and specifically India?
Our vision for the Asia-Pacific market, including India, is to transition into a more consultative business model. This means providing strategic advisory services on issues like geopolitical dynamics, AI, employee engagement, and ESG. We aim to maintain our current business strengths while deepening our advisory role with C-suite executives.
Creating a compelling work environment is also a priority. We want our employees to look back at their time with Weber Shandwick as a period of significant learning and growth. By working on impactful projects that address critical issues, our people will enhance their skill sets and become highly competitive in the marketplace.
Ultimately, our goal is to be the first choice for both 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-tier advisory services. This will ensure that we remain a dynamic and attractive option in the industry.
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