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The power of true - 25 years of professional curiosity, diversity and enthusiasm. And a team that still works today with the same passion as at the beginning.
The purpose of tenders is to support the selection of the right partner based on a validated professional background, competencies, and limited trial tasks. However, current practice often looks different: clients request complete strategies, detailed action plans, and creative solutions without remuneration, with tight deadlines and incomplete briefs. This is not only detrimental to agencies, but also impairs the quality of clients' decisions, ultimately hindering the selection of the most suitable agency partner. This problem is not unique to Hungary; it has been discussed internationally for years.
2026 is a watershed moment for corporate communications: reputation has never been more valuable, trust has never been more fragile, and artificial intelligence has never had such a profound impact on what information consumers and decision-makers see first. In this complex environment, PR is no longer just a complementary tactic—it is a strategic business function that directly impacts growth, risk management, and long-term competitiveness.
The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
Learn how to handle crises professionally. Customized crisis communication training for companies – with simulated exercises and proven effectiveness. Because crises will come. The question is whether your company will sink or ride them out.
When employees feel they are the last to know, they start looking for the exit. In our latest study, 61 % of people thinking about changing jobs said poor internal communication was a leading factor. At the same time, only 23 % of the global workforce is engaged at work, while the productivity drag from disengagement costs a typical S&P 500 company up to US $355 million every year.
One of the most important yet often underestimated keys to successful corporate communication is insight. But what exactly does this term mean, and how can it make our communication relevant, credible and motivating for the target audience?
The digital communication landscape is constantly changing: content production is accelerating, while trust in information is declining. In this challenging environment, brands must understand how to speak authentically, build connections and earn long-term trust. Péter Szatmári, Professional Director at FleishmanHillard, addressed these questions in his presentation at the joint workshop of Kreatív and FleishmanHillard Budapest titled “Compass, Not Magic – Why Insight Is the Real Key to Communication Success.”
Having left the Café Group last year, formerly known as Café PR, the team, which has won multiple domestic and international professional awards, has finally left the past behind and renewed itself. Under the name FleishmanHillard, they continue to work as one of the largest international communications agencies in Budapest, operating as an independent office. Complemented by new business lines and backed by experienced senior colleagues, they offer a renewed, modular range of services that has made them a recognized player in the market over the past 25 years.
One of the most important steps in successful crisis management is determining what type of crisis we are dealing with — and choosing the right strategy accordingly.
When we are affected by the situation, it is easy to think that even a negative article or bad news justifies activating our crisis communication systems (if we have them, of course). However, it is worth knowing that, according to a 2023 study, every negative word in a headline increases the readership of a given article by an average of 2.3%. So, understandably, the press and readers will always be more interested in a headline that presents a situation in a negative light.
In our 25 years, 25 stories mini-campaign, we recall solutions from the past two and a half decades of FleishmanHillard Budapest that were not only successful, but also provided characterful, memorable answers to a business challenge. For us, this is also the case with Deloitte Hungary. In this collaboration, it is particularly evident that the value of communication often lies not in a single spectacular moment, but in a consistent, strategic presence and gradual construction. Issue management and journalistic communication go hand in hand here: it is not only important what we say, but also how, when and on what relational capital we do it.
In the next part of our 25 Years 25 Campaign campaign, we look back to the beginning of 2024, when, on behalf of Borsodi Brewery, we supported the launch of Coors by planning and organizing a truly memorable event. The task was not simply to communicate the entry of a new beer to the market, but to create a real brand experience, as we had to support the launch of one of the most recognizable brands in the world. With Borsodi Brewery, we wanted a launch event that is special, spectacular, and brings back everything that makes Coors different. This is what we built the concept of “Experience the Coors-Chill”. Where journalists can not only taste, but also experience the brand.
The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
Learn how to handle crises professionally. Customized crisis communication training for companies – with simulated exercises and proven effectiveness. Because crises will come. The question is whether your company will sink or ride them out.
