It is essential to realise that the benefits of media coverage do not usually translate into immediate sales or direct lead generation, but they do help to build something that many organisations need in order to grow: legitimacy, credibility and accumulated trust.
A common mistake is to assess media relations using only short-term commercial criteria. However, the value of PR (public relations) often manifests itself indirectly and over time. An article published today may not generate any sales tomorrow, but it can facilitate future business discussions, enhance corporate reputation or strengthen the trust of key audiences.
The benefits of media coverage
Many companies consider appearing in the press with the specific aim of attracting customers. When that aim is not immediately achieved, they are left with the impression that the effort has been in vain. However, this conclusion is usually based on a mistaken assumption.
Most general and specialist media outlets do not operate as direct sales channels. Their main function is to inform, provide context and lend credibility to the topics they cover. For this reason, a press feature rarely leads to a flood of business opportunities. What it can generate, however, is something far more valuable in the medium term:
- Greater brand recognition.
- Enhanced corporate credibility.
- Strengthening the position of experts.
- External validation of a value proposition.
- Increased trust amongst different stakeholder groups.
This is particularly relevant in sectors where purchasing decisions are complex, time-consuming or require a high level of trust. An industrial company, a B2B technology firm, a consultancy or an organisation working with public authorities is unlikely to close a deal simply because someone read a news article. However, it may well find greater opportunities when the time comes to present a proposal. Strategic communication typically works by creating favourable conditions before a business opportunity arises.
What is the point of PR if it doesn’t generate direct leads?
This question often arises when each communication initiative is assessed solely from the perspective of conversion. However, public relations serves a broader purpose: to help create a favourable environment for the organisation. It enables specific audiences to become familiar with its activities, understand its capabilities and regard it as a reliable option when they need to make a decision.
This influence can be seen in various areas:
- Customers who have already heard of the company prior to a sales meeting.
- Candidates who see the organisation as an attractive place to work.
- Investors who recognise a consistent track record.
- Media organisations that turn to the company as an expert source.
- Institutions that recognise the organisation as a key player.
None of these results usually occur following a single mention in the press.
Legitimacy is built up gradually. Every interview, opinion piece, news report or statement helps to reinforce a particular image over time.
In fact, many organisations only realise the value of the work they carried out years earlier when they are faced with a complex situation. A well-established reputation provides a reserve of trust that is difficult to improvise in times of pressure. In this sense, public relations is more akin to reputation-building than to an advertising campaign.
How to measure the ROI of media relations
One of the most common debates centres on the ROI of media relations. The difficulty arises when one tries to apply a measurement model designed for digital advertising to an activity with a different purpose.
If an organisation assesses only the number of sales attributed to each media appearance, it will probably conclude that the return is insufficient. However, there are other relevant indicators:
- Quality and relevance of the headlines.
- Positioning of key messages.
- Increase in corporate mentions.
- Recognition of spokespersons.
- Growth in qualified enquiries.
- Participation in industry events or forums.
- Improvement in perceived reputation.
These factors do not eliminate the need to measure results, but they do require us to broaden the scope of our analysis. Something similar occurs when we talk about corporate reputation. Its value is evident when it is present, but it is more difficult to calculate it precisely before it produces tangible effects. It is therefore advisable to avoid a common mistake: demanding that PR deliver results that are the responsibility of other disciplines, such as advertising, performance marketing or business development.
Each tool fulfils a different function within an organisation’s communication system. The key lies in linking communication activities to specific business objectives, rather than solely to short-term metrics. As we explained in the post ‘Strategic communication vs. tactical communication’, not all activities should be assessed using the same criteria.
The conferral of legitimacy through third parties
One of the main benefits of appearing in the media is that the message is conveyed via a third party. The difference may seem small, but it is significant.
When a company talks about itself, the listener understands that there is an obvious self-interest involved. When it is the media that considers a story to be newsworthy, the perception changes.
This does not mean that the published information is automatically more credible, but it does add an extra layer of external validation. For this reason, many organisations use press coverage to:
- Strengthen business processes.
- Build trust with new customers.
- Support internationalisation processes.
- To support the recruitment of talent.
- To consolidate the leadership of certain experts.
A particular publication may have a limited lifespan. However, the body of publications as a whole forms a visible trajectory that helps to explain who the organisation is and why it deserves attention.
This cumulative effect often goes unnoticed because it does not produce spectacular results overnight. Its impact is felt gradually and steadily.
Are media placements worth it if they don’t lead to sales?
Yes, provided the aim is to build trust and legitimacy, rather than simply generating immediate sales. The benefits of media coverage should be seen as an investment in reputation, recognition and positioning. Expecting an instant return may lead to underestimating a tool that has a direct influence on precisely those factors that facilitate long-term growth.
The issue is not how many customers come on board following an interview or a feature article. The most useful question is whether the organisation is strengthening its ability to be recognised, understood and regarded as relevant by the audiences that influence its future.
That is why, when we ask ourselves what the purpose of PR is, the most accurate answer is perhaps this: it serves to build up credibility before you need it. If you would like to explore this view of communication as a management tool – and not merely a means of raising visibility – we recommend reading our article ‘Communication is a management function’, in which we analyse how communication contributes to decision-making, reputation and the strategic development of organisations.