Fifteen years ago, Dr Sarvesh Tiwari started PR Professionals in a small room in Janakpuri, Delhi. His own entry into PR had come at Delhi Metro, under Anuj Dayal. Today the agency runs 14 offices across India, and Tiwari calls it the country's largest regional agency.
In the fourth instalment of PRmoment India's editorial series, 30 Years of Indian PR, Tiwari explains why he turned down a large real estate client last month, a client he would never work for, why mid-size Indian agencies have the edge over networks, why he hires former journalists for regional roles, and why speaking English is not the edge PR firm heads had earlier.
Thirty Years of Indian PR: In conversation with Dr Sarvesh Tiwari, founder, PR Professionals
Paarul Chand: Medium-size independent firms seem to be growing fastest, while network-owned firms have slowed. How do you see the industry growing – giant versus mid-size versus boutique?
Sarvesh Tiwari: PR is growing at a rapid pace. There is data which says that even in the government sector, the share of PR services has increased from 4% to 11% in the last four years, and for startups from 6% to 22%. Business is growing, so there is opportunity, and it helps everybody.
But the mid-segment and independent agencies have more scope. Why? Because they understand the pulse of the country, the pulse of the people. PR is about emotions and aligning with people's thought processes.
"A foreign agency can run a campaign, but if it misses the essence, it fails."
Today it is not about numbers, numbers, numbers – it is about building trust and harmony. We kept on growing through COVID, and that shows the potential is there for the mid-size segment.
Paarul Chand: Every PR professional says clients think they can do PR themselves. Have you faced this?
Sarvesh Tiwari: Many people confuse PR with sales, with business development, with marketing. There is no clarity. Recently, the promoter of a facility management company asked me: if I build a website, will my business double in three months? Everybody knows me, he said – and he believed that was the actual PR. There was nobody in his team to make him realise what PR is.
Just today I got a phone call from a large client in the real estate sector with a crisis issue. In the past, they took insights from us but dismissed the value of our work. I said I am not interested in working with you. I will come and sit for a cup of coffee, but we will not discuss business.
"A PR person is not a salesman; he is a reputation builder. There is a difference between the two, and people don't realise it. DLF can sell a property for 25 crore while a competitor sells a similar one for 15 crore. That is because of the brand reputation DLF has built over the long term – not the units."
Paarul Chand: Independent firms are taking different routes to growth – mergers, an IPO at Value360, private investment at Kaizzen and The PRactice Group. What is your strategy?
Sarvesh Tiwari: Shri Madan Bahal is my inspiration, and I follow what he says on this. He firmly believes in creating something of your own. It's like a baby – you nurture it and make it big.
We expanded regionally. We are the largest regional sector agency in the country, with 14 offices across India, and we are expanding. Ultimately, everybody has to go to tier two, tier three and tier four cities. We have started using AI, but sensibly.
We strongly nurture relationships and carry the client with us. Because of that, we have more than 85–90% client retention, which is hard to find in this industry."
“A PR person is not a salesman; he is a reputation builder.”
Mid-size and independent agencies have more scope because they understand the pulse of the country.
“If a brand’s reputation is hit, the business is hit.”
“They know exactly what not to say.”
He credits Adfactors PR’s Madan Bahal for his belief in building something of your own, and Anuj Dayal at Delhi Metro for his start in PR.
Paarul Chand: You hire a lot of former journalists, especially in regional roles. What is behind that?
Sarvesh Tiwari: It's an advantage – I come from journalism myself. Journalists understand those vibes, and they educate the others on the team.
The move to PR only needs a slight shift in ego. A journalist has direct access to everybody, even the DM of the district. Suddenly he starts sitting on the other side of the table. It also makes a lot of difference in a crisis, whether you are present before it happens or reach only once it has. There are tragic crises that come without warning, but many where you know something might happen. People with a local journalism flavour know everybody and they are very quick.
"Most importantly, they (journalists) know exactly what not to say."
Paarul Chand: In television news, the first generation of owners was elite – educated in certain backgrounds, children of bureaucrats. Then came people from other cities, not so fluent in English but very good at work, especially in their own languages. Will PR agency ownership follow the same pattern?
Sarvesh Tiwari: I feel the order is changing. Exposure matters. We found in our research that the algorithm has changed across social media platforms and Google. Natural mistakes are accepted. You don't need a camera, lights and a system – everyone has a phone in their pocket, and the algorithm now pushes naturally recorded videos over polished ones.
"The combination of opportunity and exposure creates leadership."
I am definitely looking forward to people coming in and doing things that you and I would never have thought of in our initial days.
Paarul Chand: I am seeing new firms start up almost every day, and many of them are led by women. What is your advice to them?
Sarvesh Tiwari: Never try to win by defeating others. Focus on improving yourself and winning on your own merit. Trying to hit others brings out the negative side of communication. If you work with the right intent, there is immense scope in India, and space for everyone.
Quickfire Round
Paarul Chand: What was your first pay in PR, and what did you spend it on?
Sarvesh Tiwari: My first job was with an event management company, for the Delhi Gold Festival organised by the Times of India, and I was paid around 3,000 rupees. I bought a gift from Chor Bazaar for the person who got me the job, and then clothes for my parents and siblings.
"In a middle-class family, parents are like gods."
Paarul Chand: One mentor you look up to?
Sarvesh Tiwari: My boss at Delhi Metro, Shri Anuj Dayal. My entry into PR was at Delhi Metro.
If you take what he teaches and follow it with your heart and mind, you execute very well. He has that aura. He has taught so many people, and I am one of them.
Paarul Chand: Your dream PR assignment?
Sarvesh Tiwari: Bright India, Greater India, Better India. I have worked with ministries, but a campaign for India on a larger scale, like Incredible India – that will be my dream campaign.
Paarul Chand: And one you would never take?
Sarvesh Tiwari: Anything that harms the national interest.
A Chinese company once wanted me to promote and push its business in India. When I researched and enquired, I found its railway track quality was very poor and would have caused damage. I could have jumped and taken that assignment, but I did not.
I needed the money but said no.
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