Working with a public relations agency can feel like navigating a fog. For many businesses, the decision to hire PR comes with high expectations and a hefty monthly retainer. But too often companies discover months into the engagement that they cannot answer a simple question: what exactly are we paying for? That uncertainty breeds frustration, missed expectations, and sometimes leads to calls for clients to stop paying their PR agencies until they understand the value they’re getting.
What’s the real problem with vague PR goals?
The heart of the issue is that many client‑agency relationships are built on vague or ambiguous goals. Statements about improving “brand awareness” might sound fine on paper, but the phrase means very different things to different people. Awareness of what, among whom, and to what end are fundamental questions that too many retainers leave unanswered. Unless clients and agencies agree on clear objectives and how success will be measured, the monthly retainer risks becoming an expense with no clear payoff.
Why don’t impressions and reach tell the whole story?
Traditional PR metrics such as media impressions and coverage reach are often presented as proof of success. While these figures can make nice charts, they don’t necessarily connect to real business outcomes. A story seen by millions means little if it doesn’t lead to investor interest, meaningful inbound leads, partnerships, or credibility in a target audience. The more important question for any PR engagement should be: what business outcome are we trying to influence? Reporting activity without clearly tying it to impact can leave clients feeling like they’re paying for noise rather than results.
Can PR be held accountable for business results?
There are valid concerns about making an agency financially responsible for outcomes that may be beyond its control. Critics of the “stop paying until you see results” model use analogies such as visiting a doctor: if a prescribed treatment doesn’t work, you don’t get a refund simply because the outcome wasn’t achieved. Similarly, an agency cannot guarantee higher sales if the product itself doesn’t resonate with customers, or if external market conditions suppress demand. There are simply too many variables outside the PR team’s control to attach absolute guarantees to outcomes like revenue growth.
How do successful PR relationships define success?
What differentiates strong client‑agency relationships from dysfunctional ones is clarity up front. The most successful engagements begin with a frank conversation about goals, priorities, and what constitutes success for both sides. Instead of settling for broad, fluffy objectives, clients and agencies benefit from agreeing on specific outcomes and checkpoints. Some practitioners recommend hybrid approaches where fees are linked to checkpoints every few months, with partial adjustments if agreed performance measures aren’t met. Others build in bonuses for exceeding expectations. What matters most is that both parties share a mutual understanding of what they are working toward.
Why shouldn’t clients rush into PR without a strategy?
A common thread in many discussions is that businesses often hire PR simply because they’ve heard they should. They have not taken the time to outline a communications strategy or assess how PR fits into broader business goals. Without a clear brief, even a talented agency can struggle to prioritise its efforts effectively. Investing in a communications strategy at the outset helps identify what needs to be communicated, why it matters, and who the target audience is. That baseline work pays dividends in shaping effective PR activities, and prevents agencies and clients from talking past each other.
Is there a better model than retainers?
Part of the frustration around retainers stems from misaligned incentives. Traditional retainer models reward activity rather than impact, and encourage agencies to fill time with tasks that may not move the needle. Some PR professionals and clients are experimenting with alternative billing structures that tie fees more closely to agreed outcomes, or split payment between baseline services and performance‑linked incentives. Others use periodic reviews to recalibrate strategy rather than waiting for arbitrary contract renewal dates. These approaches force dialogue, accountability, and course correction, rather than leaving both parties stuck in a contract that feels stale.
What’s the takeaway for clients and agencies?
PR is not inherently a “black hole expense”, but it can feel that way if engagement is not grounded in clarity and alignment. Clients should not be afraid to ask what they’re buying, to understand how success will be measured, and to challenge agencies to articulate value in business terms. Agencies, for their part, should push back when briefs are vague and help clients define outcomes that matter. When both sides commit to clear objectives, ongoing measurement and open communication, the relationship becomes a partnership focused on impact rather than just activity.
