There is a perennial misunderstanding that continues to dog the corporate communication landscape: the idea that every product launch, campaign, or company initiative is automatically a news story. Marketers, in their pursuit of brand visibility and sales targets, often assume that simply announcing a new product or internal development is reason enough to earn column inches. Yet, the reality is far more nuanced. The media, rightly so, operates on a different set of principles. And caught between these two contrasting expectations are public relations professionals, who face mounting pressure from both sides.
The fundamental disconnect lies in the definition of newsworthiness. Marketers tend to view their brands as inherently interesting, and therefore assume the public and the press will feel the same. But newsrooms do not operate on promotional excitement. Editors and journalists are guided by values such as timeliness, impact, relevance, conflict, novelty, and human interest. These are the criteria that determine whether a story is worth telling. A new product in isolation, no matter how revolutionary it may seem internally, rarely ticks enough of those boxes.
Yet time and again, press releases filled with corporate jargon and exaggerated claims flood journalists’ inboxes. Research by Propel PRM, which analysed over 500,000 pitches in 2023, showed that the average email pitch open rate was just 3.27 percent, and the response rate a mere 0.28 percent. The message is clear: the vast majority of media pitches are being ignored. Why? Because most of them do not present stories—they peddle sales copy dressed up as news.
This is where public relations professionals face an uphill battle. As the intermediaries between marketing departments and the media, PR practitioners are tasked with making promotional content sound like editorial gold. But when the original material lacks news value, the task becomes nearly impossible. Many PR specialists admit privately that they are often pressured by internal stakeholders to “get coverage” for content that simply is not media-worthy. And when the press pushes back or remains silent, the blame often falls squarely on PR’s shoulders.
The situation is further complicated by the shifting dynamics of the media industry. Newsrooms are shrinking, reporters are under-resourced, and editorial space is limited. In this environment, journalists are even more selective about the stories they choose to cover. If there is no clear hook, no fresh angle, or no relevance to the public, the pitch will likely end up in the recycle bin.
Yet it does not have to be this way. When done well, PR can bridge the gap between promotional goals and journalistic standards. The key lies in reframing how stories are developed and pitched. Rather than asking “what do we want to promote?” the question should be “what problem are we solving, and why does it matter now?”
For instance, instead of simply announcing a new agricultural product, a PR team could pitch a story on how that product is helping smallholder farmers adapt to climate change, supported by testimonials and data. That is a narrative with impact, relevance, and a human angle—one that a journalist might actually want to explore.
Moreover, PR teams must play an educational role within organisations. Marketers and executives need to understand that newsrooms are not extensions of their brand channels. They are independent institutions serving the public interest. Respecting that distinction is the first step towards creating content that resonates outside the boardroom.
Ultimately, it is about storytelling with purpose. Brands do have stories worth telling, but those stories must be rooted in real-world context, shaped by audience needs, and aligned with journalistic principles. When marketers fail to grasp this, they risk not only wasting time and resources but also damaging the credibility of their organisation—and that of the professionals working to represent them.
It is time to stop viewing the media as a megaphone and start treating it as a partner in conversation. Only then can meaningful narratives emerge—ones that benefit both brands and the public they seek to serve.
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