February 27, 2001

PR Agency Likened To Strategist In Battlefield

Korean companies’ reluctance to open their corporate information poses obstacle to their globalization drive.

The Silicon Valley-based Hoffman Agency (www.hoffman.com) is nicknamed “The Midas Touch,” because by using its own IT-specialized PR strategies, it has turned many IT startups into geese that lay golden eggs. The company added a Seoul office to its Asian PR network, which consists of offices in Singapore, Tokyo, Beijing and Hong Kong, at the end of last year.

Michelle Herman, managing director of The Hoffman Agency Asia Pacific said, “While IT ventures are likened to the vanguard in developing new technologies, PR agencies are strategists who are helping companies win in today’s technology and marketing war.” She said companies can benefit more when they use PR agencies to receive strategic consulting, not to commission outsiders to do their jobs.

Herman said she was very surprised at the dynamics of IT media in Korea. She was especially astonished at the number of IT dailies, weeklies, sections of general dailies and magazines in Korea. “Korea has more IT media than in any other country I’ve been. In terms of the number of IT media in proportion to population, Korea is second to no other country including the U.S. That means Korea’s IT industry is moving so dynamically, and thus is more newsy, I think. It is regrettable that we were not here earlier.”

Working at the Hong Kong regional headquarters, Herman was given an opportunity to understand Asia in a new way. She said, “Most Americans regard Asia as a single unit. They see Korea and China as one. But I have found that Asian countries are very different from each other in terms of history, language and the way of thinking.” Some common characteristics of Asian countries she pointed out were their unfamiliarity with outsourcing culture, and their tendency to put heavy weight on human relations.

According to Herman, the extent of openness in providing corporate information to PR agencies depends on the country. “Hong Kong and Singaporean companies provide almost all information, both good and bad, to agencies in order to generate proper PR activities. As for Japan, companies seem to have mixed attitudes in providing information. Korean and Chinese companies are mostly reluctant to reveal corporate information to outsiders,” Herman said. The extent of openness is a barometer of globalization for companies, and it can be a foundation for corporate transparency, she said.

Regarding the key to Silicon Valley success, she singled out “the youths’ courage to pursue their dreams and grab opportunities.” Compared to the older generation under a relatively stable working environment, the young generation, with little to lose, can start ventures and be more advantageous in taking advantage of opportunities. Meanwhile, experienced people who know obstacles to the development of new technologies and products are reluctant to run a risk, she said. Herman’s remark could be a lesson for Korean society where seniority and experience is considered first.

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