If you’ve stepped into a business development role at a PR agency, you already know this isn’t a typical sales gig. BD in PR is a strange mix of strategy, timing, networking and intuition. Some firms have entire teams dedicated to it, others fold it into account leadership. There’s no universal approach, but there are patterns that tend to work, and others that don’t deliver much beyond noise.
This post breaks down what tends to work, what often doesn’t and why the role is harder than it looks on paper.
1. Reputation First, Then Everything Else
At its core, public relations is about trust. That applies as much to the agency-client relationship as it does to media work. Clients don’t buy off a sales pitch; they buy off a sense of credibility. They want to believe that you’ll protect their reputation as carefully as they do.
That means the most effective form of business development is not the outreach email or the pitch deck. It’s the slow, steady build of an agency’s reputation in its space. This includes:
Being seen as an expert in relevant sectors
Contributing meaningfully to industry discussions
Delivering good work that earns referrals
In most successful agencies, a large percentage of new business comes through network or reputation, not outbound campaigns.
2. Content Works, But Only If It’s Excellent
Not all content is equal. Generic thought leadership or blog filler rarely moves the needle. But sharp, insight-driven material still works, especially when it teaches something new or takes a clear stance on an issue your audience cares about.
The key is quality and consistency. Think:
Sector-specific insight reports
Case studies with real substance
Point of view content tied to news or trends
Personal commentary that builds a profile for agency leaders
Publishing this kind of content, particularly on professional networks and your own platforms, builds familiarity. That familiarity often leads to warm leads.
3. Cold Outreach Can Work, But It Has to Be Smart
Cold outreach still gets a bad rap, often because it’s done poorly. Mass emails, irrelevant messaging and vague intros don’t do much beyond cluttering inboxes.
What does work:
Outreach tied to a specific change (a new exec appointment, product shift, or market entry)
Referencing shared networks or timely opportunities
Focusing on what you understand about their challenge, not just what you sell
This takes more effort, but it’s far more likely to land you a conversation.
4. Referrals Are Gold, But Timing Is Key
Referrals remain one of the most reliable paths to growth, but asking for them can be tricky. The most effective time to ask is often right after a contract is signed, when the client is most excited and confident in their decision.
Referrals work best when:
The client has a clear idea of who might benefit from working with you
You make the ask easy and specific
You’ve built a trusted relationship, not just a transaction
Don’t treat referrals as a lucky accident. Build them into your process.
5. Formal RFPs Are a Mixed Bag
Responding to formal briefs can be a path to growth, but only if your agency is built for it. Writing competitive proposals takes time, resources and internal coordination. Many agencies respond too quickly with generic materials and lose out to more tailored pitches.
If you’re going to pursue RFPs, be selective. Focus on ones that genuinely align with your strengths and where you’ve had prior success. Otherwise, you’re burning energy.
6. Private Events Can Be Powerful
Hosting small, curated events, panels, roundtables or advisory groups can be an excellent lead generator. These offer prospects value without pressure. They also position your agency as a connector and expert in the space.
What works well:
Keeping the guest list tight and relevant
Choosing topics that reflect client pain points
Ensuring the format isn’t salesy but collaborative
This tactic takes work to pull off, but it builds relationships that matter.
7. The Market Is Changing, So Must Your Strategy
Sales cycles are longer. More companies are shifting to project-based work over retainers. Decision-making is slower, and many prospects are risk-averse, especially when budgets are tight.
This means your BD efforts need to stretch across time, not just to win new leads, but to stay top-of-mind during long decision windows. It also means tracking momentum differently: not just in closed deals, but in conversations, relationships and positioning wins.
8. Everyone in the Agency Should Support Growth
Whether you’re in a large firm or a small one, new business shouldn’t sit on the shoulders of one person. Everyone client-facing should have a hand in identifying opportunities, maintaining relationships and building the agency’s visibility.
Some of the best new business wins come not from formal campaigns, but from someone on the team keeping an eye on sector shifts, talking to former clients or recommending a connection.
If you’re leading BD, part of your job is to train others to spot these chances and create easy ways to act on them.
Final Thought
Business development in PR isn’t about flashy sales tactics. It’s about relevance, trust and timing. That’s why the most successful agencies mix content, outreach, events, reputation and network, without leaning too heavily on just one.
There’s no silver bullet. But a steady, thoughtful, multi-channel approach tends to work. Especially when your agency actually delivers on what it promises.
