SEVEN STUDIOS SET TO SHAKE-UP VIDEO PRODUCTION INDUSTRY IN THE GCC

Launched by the owners of leading PR agency Seven Media, start-up offers quality social media videos and a new take on corporate story-telling

 

ABU DHABI: The owners of Seven Media, one of the region’s leading PR agencies, have launched a video production company to satisfy a growing demand for quality multimedia content in the region.

 

Seven Studios is now fully operational from a custom-made HQ in Abu Dhabi’s twofour54 media zone – and has already signed contracts to produce video for some of the UAE’s most prestigious institutions as well as a number of international brands.

 

The new company produces cutting-edge social media content, consumer-focused multimedia campaigns, animations and innovative corporate videos across multiple sectors – including government, sport and leisure, entertainment, automotive and hospitality.

 

Seven Studios Co-Owner Gregg Fray said: “The power of video story-telling is particularly strong in the Middle East, with 35% of all online time here spent watching video. There has been a 90% year-on-year increase in mobile watch time and that trend is set to continue, so clearly organisations who want to cut through the noise need to be putting innovative, relevant and shareable video content out in that space.

 

“Seven Media has produced video for its PR clients for some time, but we launched Seven Studios in response to a growing demand for stand-alone video and video-led campaigns to really tailor that service.

 

“Planning Seven Studios and getting it off the ground has been an amazing experience and we’ve employed some of the best creative video story-tellers in the region and put together some exciting material.”

 

Seven Studios currently has a core staff of 10 videographers, editors and animators, led by managing Director Emmanuel Somoglou, the former multimedia editor at The National.

 

More than half of the team are first-language Arabic and have the support of Seven Media’s 65 communications professionals in the GCC. Owned by Gregg Fray and Matt Slater, Seven Media has been named Agency of the Year by the PRCA in both 2017 and 2018.

 

Fray added: “One of Seven Studios’ biggest assets is being able to take its amazing video content to wide audiences through Seven Media’s expertise in social media and relationships with the region’s digital and broadcast media. Ultimately it’s all about story-telling, but organisations and brands want to reach their audiences in a more modern and relevant way.”

 

Watch the Seven Studios showreel here.

 

For more information on Seven Studios visit https://sevenstudios.ae/

FinTech Abu Dhabi Summit 2018

Following the successful inaugural edition of FinTech Abu Dhabi Summit in 2017, markettiers were delighted to come on board once again to support with maximising awareness around the 2nd edition of the Summit, an event exclusively designed and organised by an international financial centre – Abu Dhabi Global Market (ADGM).

BRIEF: FinTech AD 2018

Deliver an integrated communications strategy, to further build upon the success of the inaugural edition and showcase ADGM’s commitment to be the FinTech hub in the MENA region, in the lead up to and during the event.

 

The event had several stakeholders involved and included a BootCamp Day exclusively for start-ups, an Innovation Adoption Challenge, Demos by upcoming FinTech firms, Regulatory Roundtable, important government MOU signings, Workshops as well as a Summit featuring distinguished regional and international leaders in FinTech.

 

DELIVERY:

PR & Communications

markettiers delivered a targeted strategy that delivered broad engagement, through broadcast and traditional PR channels, for the two-day event which saw over 1000+ people attend, including  72 media attendees from 22 media outlets.

 

Media Partnerships and Social Media

markettiers also handled all local and regional media partnerships and live social media coverage during the two-day event on FinTech AD’s social channels: https://twitter.com/FinTechAD and https://www.instagram.com/fintechad/

 

Production – Video and Photography

Our production team also covered photography, produced and delivered a video news release and B-roll footage for media outlets, as well as YouTube uploads for the ADGM channel and the highlights and wrap video for social media, which was edited overnight. Watch the video here: https://www.youtube.com/watch?v=d8gHZMPMHRo

 

RESULTS:

Blanket coverage was secured across top-tier local, regional and international media outlets including WAM, The National, Gulf News, Saudi Gazette, Al Ittihad, Al Bayan, Al Watan, Fintech Finance, Forbes Middle East, CNBC, Bloomberg, Abu Dhabi TV, Al Dafra TV, Entrepreneur Middle East, Wamda, Fintech News Middle East, Startup Scene Middle East and Reuters, amongst several others.

 

Positive sentiment was also recorded across social channels with over 150+ posts generated during the two-day event, as well as #FinTech becoming the top trending hashtag!

PRCA and PRWeek relaunch Fast Track mentoring programme across UK, MENA, and Southeast Asia

The PRCA and PRWeek are pleased to announce that they are launching the 2018/19 Fast Track mentoring programme, now available across the UK, MENA, and Southeast Asia.

Fast Track is aimed at inspiring the next generation of PR and communications leaders to build their expertise and develop as professionals.

Fast Track is available to junior and senior practitioners alike. It is available to agency, in-house, and freelance practitioners, and is completely free of charge. The PRCA is running the programme in the UK; in the Middle East and Northern Africa, through PRCA MENA; and in Southeast Asia, through PRCA Southeast Asia. Fast Track is only available to PRCA members.

Francis Ingham MPRCA, Director General, PRCA, said: “The Fast Track mentoring programme has gone from strength to strength since we launched it. We are now aiming to support practitioners at every level of the industry, be they in the UK, MENA or Southeast Asia, and from a diverse range of backgrounds. Mentoring is a fantastic way of passing on the expertise and knowledge held within the industry, so it would be great to make this the most subscribed programme we’ve ever had.”

The Taylor Bennett Foundation has partnered with Fast Track, a charity that has been set up to tackle the lack of ethnic diversity in PR and communications, which is also a key focus for the PRCA’s campaigning. Alumni of their training programme have been invited to take part, in order to maximise Fast Track’s impact within BME practitioners.

If you, or a member of your team, feel as though they would benefit from being mentored and are a PRCA member based in the UK, MENA or Southeast Asia, please contact itty.alimi@prca.org.uk, outlining:

  • Your biography and current working situation
  • Your professional goals
  • What you are looking to get out of mentoring
  • What professional skills you would like to develop
  • What soft skills you would like to develop

In addition, if you would like to be a mentor, then you can also contact Itty on the email address above with your full biography.

Each structured mentoring placement will last for a period of six months, and will start with a face to face meeting between the mentor and mentee. It will then be followed by monthly meetings, or calls, or Skype. It is expected that each mentor/mentee pair will meet or talk six times over the six months.

When booking any PRCA face-to-face training courses, all mentees in Fast Track can get 10% off the course and a free webinar.

Every mentorship meeting is worth 15 points in the PRCA CPD Scheme to the mentee, with a maximum of 40 points in total that can be gained from being mentored.

ENDS

About the PRCA

Who we are: Founded in 1969, the Public Relations and Communications Association (PRCA) is a UK-based PR and communications membership body, operating in 67 countries around the world. We represent in excess of 24,000 people across the whole range of the PR and communications industry. The PRCA promotes all aspects of public relations and communications work, helping teams and individuals maximise the value they deliver to clients and organisations.

What we do: The Association exists to raise standards in PR and communications, providing members with industry data, facilitating the sharing of communications best practice and creating networking opportunities.

How we do it and make a difference: All PRCA members are bound by a professional charter and codes of conduct, and benefit from exceptional training. The Association also works for the greater benefit of the industry, sharing best practice and lobbying on the industry’s behalf e.g. fighting the NLA’s digital licence.

Weber Shandwick MENA Announces New Leadership Structure for UAE Senior Management Team

New Appointments see Ghaleb Zeidan Promoted to UAE MD Role Along with Promotions for Rachel Dunn and Noura Al-Sarraj

Dubai, 3rd  October 2018 – Weber Shandwick MENA, one of the region’s leading communications and marketing solutions firms, has announced a new leadership structure within its UAE Senior Management team.

Previously Managing Director for the agency’s Abu Dhabi office, Ghaleb Zeidan is promoted to UAE Managing Director, overseeing operations for both the Dubai and Abu Dhabi offices. Rachel Dunn, previously VP, Client Experience, is promoted to Deputy MD in Dubai and Noura Al-Sarraj, previously VP and Head of Social Impact and Consumer, is also promoted to Deputy MD for the Abu Dhabi office. The changes come following the announcement that after 13 years with the agency, 11 of them in The MENA region, Andreas Keller, Managing Director of Weber Shandwick Dubai, has decided to pursue a business leadership role outside the communications industry.

Reporting into Weber Shandwick MENA CEO, Ziad Hasbani, Ghaleb will be leading the agency’s Dubai and Abu Dhabi offices, as the firm continues its growth and success in the UAE and across the MENA region. With over 16 years’ experience in the communications industry, eight with Weber Shandwick MENA, Ghaleb’s expertise spans across corporate, financial, government and crisis communications.

Hasbani said: “After a very successful tenure leading our Abu Dhabi office, it gives me great pleasure to announce Ghaleb’s promotion to UAE MD. Over the last eight years, Ghaleb has achieved great results, and under his leadership our Abu Dhabi office has grown to become one of the leading agencies in the market. Ghaleb has shown himself to be a very capable leader, and as our industry continues to evolve, I have no doubt he will drive our UAE operation and keep us ahead of the market in terms of offering, efficiency and client focus.”

Hasbani also added: “Rachel and Noura have been with Weber Shandwick MENA for 10 and 14 years respectively; Rachel has managed and provided strategic counsel to key client relationships in the consumer and corporate sectors, while Noura has been a senior strategist and led assignments for government and private sector clients in Abu Dhabi, as well as regional social impact initiatives.  I’m very happy to see Noura and Rachel taking leadership roles as they have both proved themselves, each in their own way, and I’m confident they will add great value and help our clients take advantage of the transforming marcomms landscape.”

On Andreas’ departure, Hasbani said: “It is always sad to see people such as Andreas leave after a long and successful journey. Andreas’ contribution has been instrumental to the agency, and we wish him every success in his new role and thank him for all he has done during his time here. I look forward to partnering with the new leadership team as we take the MENA network to the next stage of its growth and transformation.”

Weber Shandwick MENA’s network comprises 12 offices and affiliates across 11 markets, hubbed out of Dubai. The agency was named Middle East Consultancy of the Year at this year’s EMEA SABRE Awards and Agency of the Year at the MEPRA Awards.

– Ends –

Media Contact:

Rebecca Jackson, Weber Shandwick MENA
Tel: +971 56 466 4581
E-mail: RJackson@webershandwick.com

HILL + KNOWLTON STRATEGIES ANNOUNCES NEW GLOBAL STRUCTURE

NEW YORK, October 5th, 2018 – Hill+Knowlton Strategies (H+K) announces, effective immediately, the formation of a new leadership team with the appointment of Richard Millar and Lars Erik Grønntun as Global Presidents, reporting jointly to Jack Martin, Global Chairman and CEO.

In addition, we have reviewed the role of SJR in light of its dramatic growth since acquisition in 2013. As a result, we have decided that SJR is best served with a freer role to continue its expansion. From January 1, SJR will operate independently of any one WPP Company, able to collaborate with all – but with a special attachment to H+K on common clients.  SJR will continue to be led by Alex Jutkowitz and Mitch Stoller.

“Both Richard and Lars Erik have proven their exceptional leadership abilities over a number of years in the UK and EMEA respectively and I am looking forward to working with them to accelerate the implementation of a transformation program that maximizes our global resources and enhances our local strengths to deliver world-class work for our clients,” said Jack Martin, Global Chairman and CEO of Hill+Knowlton Strategies.

“I also want to take this opportunity to thank Alex, Mitch and the whole SJR team for their immense contribution to our business. I am certain that the two companies are much stronger and better positioned than they were before we joined forces. I wish SJR the best of luck in the wider group and look forward to our continued close collaboration.”  Martin continued.

Lars Erik has led H+K’s operation across Europe, Middle East and Africa since 2014 and is a senior strategy consultant within corporate communications and public affairs.  Lars Erik is also the senior lead for some of H+K’s top global and European clients, including Equinor (formerly known as Statoil).

“I am honoured to have the opportunity to assume this leadership position,” said Grønntun. “Having led our operation in Europe, Middle East and Africa, I believe that my understanding of local markets together with our international mind-set and reach is transferable to a global stage. I very much look forward to taking a model that has worked very well for us in EMEA and putting it to work at a global scale”.

Richard has led the transformation of H+K’s flagship operation in the UK since 2008 and since 2014 has driven our creative agenda including the formation of the Global Centre of Creative Strategy and the Shanghai Addition in China.  Richard is also the senior lead on clients including adidas Global across all categories.

“The new structure enables us to tap into the best talent regardless of geography or practice. It means that our teams will have access to the latest thinking, strategy and insight to help them shape meaningful and impactful careers and to deliver outstanding creative work. I am excited to be part of this change in partnership with Lars Erik and Jack,” commented Millar.

H+K has offices in more than 40 countries worldwide, delivering award winning campaigns to clients across all sectors and disciplines and with a focus on continued innovation for the industry. Recent innovations include Flight School +, a crisis communications training and simulation tool, Better Impact, a new approach to brand purpose and CSR, and H+K Smarter, a behavioral science unit.

PRCA MENA to codify best practice with new Client-Consultancy Charter

In response to the changing client-consultancy relations in PR and communications in MENA, and to meet our commitment to uphold best practice, PRCA MENA has launched its new Client-Consultancy Charter.

Developed through consultations with members, the ten-point Charter is intended to help PR consultancies and client organisations work as effectively as possible together, and to avoid the common issues which can damage relationships. Late payments were highlighted as a particular issue for practitioners working in MENA, and therefore the Charter includes specific provisions around late payment.

The guidance also includes more general principles to improve the client-consultancy relationship, including expectation management and appropriate attitudes towards consultants’ time and clients’ budgets.

The Charter aims to facilitate client-consultancy relations where both client and consultancy deliver against key commitments in order to achieve common goals, and where each partner understands and respects the commercial and operational imperatives of the other. It therefore supplements – rather than replaces – legal contracts and agreed outputs and outcomes.

Francis Ingham MPRCA, Director General, PRCA MENA, said: “Agreeing common rules to govern expectations in the client-consultancy relationship is a major step forward for our industry across the region. Constructed after several months of consultation with agency and client leaders, this Charter emphasises the importance of ethical professionalism within PR. I hope that it will inspire even better relationships within our profession”.

Loretta Ahmed MPRCA, CEO, Grayling Middle East, Turkey and Africa, said: “Setting out the ground rules at the start of any new relationship is key to its success and longevity. We encourage our members to issue the PRCA MENA Charter to their clients in the early days of all new mandates – as contracts are signed and scopes are agreed. Terms and timetables are all well and good but getting the framework of the relationship right to build trust and transparency is just as important. This is where the Charter can really help set expectations from both sides – the best relationships are never one-sided after all”.

PRCA MENA Client-Consultancy Charter

PRCA MENA believes that the best client-consultancy relationships are true partnerships, where both client and consultancy deliver against key commitments to achieve common goals, and where each partner understands and respects the commercial and operational imperatives of the other.

This 10-point Charter is intended to help client organisations and their PR and communications consultancies work together as effectively and as productively as possible; to ensure that consultancies can deliver their very best work to clients within agreed budgets, and that clients get the value and return on investment from their consultancies that they need and expect.

It is in no way intended to replace existing contractual arrangements between clients and their consultancies. Rather, it hopes to add key principles which can make the relationship more effective, improve results and increase return on investment

 

FRAME

Both client and consultancy will strive to comply with all the points of the Charter. Where that is not possible, for whatever reason, we will commit to open and honest discussions to seek alternative agreements.

 

WORKING TOGETHER (1)

The client commitment:

  • Although we are the client, and are purchasing services from the consultancy, we believe that working together in partnership can foster a rewarding and mutually-respectful relationship which will help both parties deliver their business goals.

 

  • We will agree clear two-way working processes for key programme elements (e.g. sign-off; reporting; progress meetings; reviews) and stick to them. We will ensure that mutually-agreed, clearly-articulated expectations are set and agreed at the start of the relationship and reviewed on at least an annual basis.

 

  • We appreciate that the quality of a consultancy’s output will be in direct correlation to the quality of our input so we will always aim to commit time for briefings and updates.

 

  • We will treat the individual members of the consultancy team with the same respect and integrity that we would show to our own employees.

The consultancy commitment:

  • Although we understand that the client is the purchaser of our services, we believe that working together in partnership can foster a rewarding and mutually-respectful relationship which will help both parties meet their business goals.

 

  • We will always aim to deliver consistently high results for the client, sharing learnings from across our wider business wherever relevant.

 

  • We appreciate the importance of working flexibly within the terms of our contract and aim to have systems and processes that meet the client’s current and potential needs. We will manage expectations when it comes to working flexibly.

 

  • We will aim to ensure continuity in our account team to build shared expertise and stable points of contact.

 

  • We will be cognisant of the priorities and culture of the client organisation so that our account team delivers seamlessly and without disruption.

 

  • We will commit time to understand our clients’ brands, audiences, and products so that we are mindful of the brand stretch and limitations and always suggest client-appropriate ideas.

 

SETTING THE SCOPE OF WORK (2)

The client commitment:

  • We will supply comprehensively written briefs with clear objectives and success criteria, which include broader business objectives and information on other marcomms activity (if available).

 

  • If a written brief cannot be supplied, we will set aside time to meet with the consultancy to discuss our goals and enable them to construct their own brief.

 

  • We will set budgets with clear parameters including provision for planning, execution, evaluation, and contingencies. Our evaluation should follow AMEC best practice (Barcelona Principles 2.0) and, as a minimum, we will never accept AVEs as part of our evaluation.

The consultancy commitment:

  • We will deliver timely responses to briefs based on the best advice and insight (including a sound understanding of the client’s business), strategic thinking, experience, and creative execution.

 

  • We will develop relevant (and, where appropriate, innovative) proposals with the potential to be executed through all appropriate communications channels.

 

  • We will always submit proposals which can be achieved within the client’s budget, although we may also offer additional options should further budget be available. Our evaluation should follow AMEC best practice (Barcelona Principles 2.0) and, as a minimum, we will never include AVEs as part of our evaluation.

 

AGREEING TIMESCALES (3)

The client commitment:

  • Whenever possible we will give the consultancy reasonable timescales (a number of weeks, rather than a number of days) for responding to briefs, to enable them to interrogate the brief, conduct insight programmes as necessary, develop overall strategy, and present accurately-costed programmes. We cannot achieve our best work, and find the best partner for that work, if we do not offer consultancies the time they need.

The consultancy commitment:

  • We will deliver material, on or before agreed deadlines, which is concise and accessible when submitting proposals or responding to briefs.

 

  • We will build in ample time for the client to respond ahead of the start of an activity.

 

  • We will be open and honest if we believe that timescales cannot be met because this relationship is a two-way process.

 

MANAGING BUDGETS (4)

The client commitment:

  • We appreciate that consultancy time is a finite, measurable resource. We accept that increases in demands on the consultancy over and above original briefs will need to be funded or that other activities must be reduced in proportion.

 

  • We appreciate that the late cancellation of planned-for projects can impact the consultancy’s ability to manage its resources. We will attempt to avoid late cancellation, but where it is unavoidable we acknowledge that the consultancy should be recompensed for resources provided but not utilised. For peace of mind, how a cancellation is handled financially should feature in our contract with the consultancy.

 

  • We know that delayed payment to our consultancy is unethical, impacts their cash flow, is unsustainable, and affects their ability to pay significant costs including talent and real estate. We therefore commit to paying our consultancy within 30 days.

The consultancy commitment:

  • We commit to spend our clients’ budgets as if they were our own.

 

  • We acknowledge that client budgets are not infinitely elastic and that we must work as closely as possible to the parameters set by the client.

 

  • We will be fully transparent in how we report back on budget spend and give early alerts of potential budget overspends to avoid delivering unpleasant surprises.

 

COMMUNICATING FRANKLY (5)

The client commitment:

  • We will give the consultancy clear, frank, and timely feedback on pitch proposals, continuing campaign recommendations or other materials submitted for approval.

 

  • We will also contribute frankly to enquiries from the consultancy as to our satisfaction with the consultancy’s team and work.

The consultancy commitment:

 

  • We will be prepared (if necessary) to challenge briefs and the client’s response to our proposals, with opinions based on sound insight, strategic thinking, and honesty.

 

  • We will ensure that the client’s business objectives are paramount in everything we do for them.

 

TAKING AN INTEGRATED APPROACH (6)

The client commitment:

  • If a truly integrated response is required we will aim, where possible, to brief all agencies at the same time – and before plans have been finalised by the internal team – thereby ensuring that consultancy input is gained from the outset, and that campaigns will then be truly integrated and channel neutral.

 

The consultancy commitment:

  • When truly integrated responses to briefs are required we will work as constructive and co-operative partners with the client’s other agencies to develop the brief and to deliver joined-up strategy and execution.

 

RAISING BUSINESS AWARENESS (7)

The client commitment:

  • We will ensure that awareness of the consultancy’s brief and progress extends across our business (senior management as well as the wider communications team). It is our responsibility to communicate the outputs and outcomes of our client-consultancy relationship to our colleagues on an ongoing basis.

 

  • We will educate the in-house marketing and communications team so that they fully understand how and when they are required and able to interact with the consultancy.

 

The consultancy commitment:

  • We will invest time in ensuring that the entire account team gains a deep understanding of the client’s business (and, importantly, with clear objectives, success criteria, and broader business objectives that form the core of this understanding).

 

  • We will be cognisant of the client’s wider business objectives when developing PR and communications plans.

 

  • We will help the client communicate the value of PR and communications activity to an internal audience by ensuring that the business case for all activities is fully developed.

 

BUILDING STAKEHOLDER RELATIONSHIPS (8)

The client commitment:

  • We will help the consultancy work effectively by making introductions to key internal and external stakeholders to the benefit of the business.

 

The consultancy commitment:

  • We will build a range of contacts within the client’s stakeholder group to help maximise the effectiveness of our work.

 

  • We recognise that in dealing with colleagues in your organisation we are ambassadors for your team – and for the PR and communications industry itself – and will always act professionally.

 

CONTINUOUS IMPROVEMENT (9)

The client commitment:

  • We will ensure that the consultancy has as wide a perspective of our business as possible, by sharing insight and knowledge and – when appropriate – facilitating strategy briefings led by senior management.

 

  • We will ensure that the consultancy is informed promptly when things change within the business, especially when the change could have a material impact on communication objectives and outputs.

The consultancy commitment:

  • We will ensure that we keep fully abreast of business developments within the client and within the client’s wider market sector

 

  • We will ensure that the account team remains well trained and fully abreast of latest developments and techniques within the PR and communications industry because we are committed to continuous professional development.

 

EVALUATION SUCCESS (10)

The client commitment:

  • We appreciate that meaningful, evaluation of PR and communications activities – based on key performance indexes and AMEC’s best practice and frameworks – are essential, and that budget needs to be allocated for this.

 

The consultancy commitment:

  • Our focus will be on maximising the value of the investment in PR and communications and delivering meaningful and measurable outcomes. We will evaluate our work – based on key performance indexes and AMEC’s best practice and frameworks – regularly to ensure that standards maintained to the highest level.

PRCA MENA announces new General Manager as Leanne Foy leaves after two years

Leanne Foy MPRCA, General Manager, PRCA MENA, is leaving the association on 16th August, 2018, after taking PRCA MENA from launch to great success over the last two years.

Foy will be replaced as General Manager by Melissa Cannon MPRCA, who has supported Foy in her role since 1st May, 2018.

Foy is leaving the PRCA to take a lead role at markettiers’ Dubai office.

Loretta Ahmed FPRCA, Chairman, PRCA MENA, said: “I am very sorry to say goodbye to Leanne who has driven the PRCA’s MENA operation since its launch in March 2016. The growth that we’ve seen from PRCA MENA since that launch has been phenomenal, and it is down to the ambition, tenacity, and energy of Leanne who will be much missed by PRCA MENA members.

“I look forward to working closely with Melissa, who I am sure will take the work of PRCA MENA to even greater heights.”

Francis Ingham MPRCA, Director General, PRCA MENA, said: “Leanne’s drive and commitment has been without parallel. We’re sorry to see her ago, and wish her well at markettiers. Having created PRCA MENA from day one, I know that Melissa will spread the organisation even more widely and deeply around  the region.”

Foy said: “I’ve had a fantastic four years working at PRCA, with the last two setting up PRCA MENA in Dubai. I would like to personally thank Francis Ingham, the PRCA team, and PRCA members and partners for all of their support and guidance, and wish them all well. I have every confidence that Melissa with continue the growth of the organisation and raise the standards in the industry.”

Cannon said: “Leanne has been an integral part of PRCA MENA and in her two years in Dubai has taken the organisation to great heights. My time with Leanne has been invaluable and I want to thank her for the support and time she has dedicated to my development and integration into the organisation. I look forward to taking PRCA MENA forward and continuing her hard work.”

PRCA MENA will continue its growth across the region following the announcement of a Chairman in Egypt, Mohammed El Batta MPRCA, Managing Director, Fekra Communications, in July. PRCA MENA has also recently signed an agreement with IABC for cooperation across EMENA.

PRCA MENA Announce 2019 Awards open for Entries

PRCA MENA is pleased to announce that the 2019 PRCA MENA Awards are officially open for entries.

The awards are a fantastic opportunity to gain well deserved recognition for the best campaigns, teams, and individual communicators over the past year.

They are open to all parties involved in the use of PR and communications, including: consultancies, in-house communications teams, digital agencies, marketing teams, and media owners.

There will be 18 categories to enter, with new additional categories being: Journalist of the year; Corporate Communications Campaign; and Social Impact Campaign.

The PRCA MENA Awards will take place on 13th February, 2019, and will follow The In2 Summit hosted by the Holmes Report on the same day.

The early bird entries will be open until 31st August at the discounted rate of 375AED for Members.

The final deadline for entries will be 27th November, 2018.

You can find out information on the Awards here, the categories here, and the entry guidelines here.

 

 

PRCA MENA strengthens partnership with Guinness World Records

Guinness World Records, the world record adjudicator, has continued its partnership agreement with PRCA MENA for a second year.

The collaboration aims to strengthen the existing relationship and connect members and organisations to create bespoke record-breaking campaigns that engage audiences through unforgettable moments.

Leila Issa, Senior Marketing Manager, Guinness World Records, said: “We are pleased to partner with PRCA MENA for the second year, and are looking forward to our continuous collaborations and contributions to the PR industry. As the global authority on record breaking, we support companies, brands and agencies with creative campaigns solutions, and will use this opportunity to support local and regional initiatives.”

Leanne Foy MPRCA, General Manager, PRCA MENA, said: “It’s a real pleasure to be continuing our partnership with Guinness World Records for a second year. It’s great to have their continued support on our events and initiatives. We thank Guinness World Records for partnering with us and look forward to achieving great things in the year ahead!”

 

About Guinness World Records

GUINNESS WORLD RECORDS (GWR) is the global authority on record-breaking achievement. First published in 1955, the iconic annual Guinness World Records books have sold over 136 million copies in over 20 languages and in more than 100 countries. Additionally, the Guinness World Records: Gamer’s Edition, first published in 2007, has sold more than 4 million copies to date.

Guinness World Records’ worldwide television programmes reach over 750 million viewers annually, and more than a million people subscribe to the GWR YouTube channel, which enjoys more than 300 million views per year. The GWR website receives 18 million visitors annually, and we have over 10 million fans on Facebook.

To explore the latest news on record-breaking in MENA please visit http://www.guinnessworldrecords.ae/ or to get in touch with Guinness World Records team in Dubai please email Middleeast@guinnessworldrecords.com

About PRCA MENA

The PRCA was founded in London in 1969 and launched PRCA MENA in 2016 with the aim of raising standards in PR and communications. The association exists to provide members with industry data, facilitate the sharing of best practice, and create networking opportunities.

All PRCA members are bound by a Professional Charter and Codes of Conduct and can benefit from exceptional training. The Association also works for the greater benefit of the industry by lobbying on the industry’s behalf. Working alongside ICCO, PRCA MENA provides an international framework within which its members can develop global networks and new business referrals.