The role of effective public relations in building corporate image in kenya the case of kenya commercial bank - narok branch

Abstract

This study presents findings from a quantitative investigation of whether Public Relations play a strategic role in building corporate image in Kenya. The primary objective was to discover how Public Relations was viewed and utilized in Kenyan’s organizations. More specifically, the research hoped to find out if the Public Relations function was only used to generate publicity or if it also played a strategic role in relationship building with the media, employees, stakeholders, the surrounding community and financiers hence achieving organization’s corporate and competitive goals. In-depth interviews were conducted with the participants who comprised senior executives handling media relations or overseeing the function in their capacity as head of public relations. A structured interview guide was used as the research instrument to elicit participants’ responses. The findings suggest that public relations plays a strategic role to build relationships with the media as well as to inform and educate stakeholders in profiling and better managing the organizations’ reputations in KCB. Hence, the public relations function is not limited to generating publicity for the organizations’ products and services. Firstly, organizations’ public relations objectives were set and functions strategized in line with their corporate and competitive goals. Secondly, participants predominantly played managerial public relations roles and most of the heads of public relations in the organizations studied were represented at policymaking level. This had a positive impact on public relations planning and execution as the function was seen as part of the big picture. Thirdly, in carrying out their public relations programs, most participants prominently used the mixed-motive model which is linked to excellent and strategic public relations practice. The choice of model was found to correspond with participants’ organizational culture and environment. Fourthly, most participants were found to have fixed budget allocations to carry out public relations initiatives. They were also expected to evaluate their initiatives to ascertain if corporate and competitive goals were met and there was return-on investment. Overall, participants viewed media relations as an investment given its strategic role. This research suggests that organizations that see beyond public relations’ promotional role fully benefit from its strategic value.