Beyond the press release: Rethinking PR’s role in Oman

Public relations in Oman is evolving, but not fast enough. Too often, it still revolves around pushing out a high volume of press releases, with the expectation that every outlet will run the same story. Success is still measured mainly by quantity rather than quality. This is not unique to Oman, but in a market where both PR and journalism are still finding their balance, the impact is more visible and more limiting.
The health of journalism and the quality of public relations are deeply connected. The stronger one is, the stronger the other becomes. Yet many journalists in Oman face heavy workloads and limited resources, with little time to develop in depth stories. A constant stream of generic announcements does not help.
Here is the opportunity. PR can be more than a delivery service for corporate statements. It can be a true partner to journalism. That means offering stories with substance, narratives that are relevant, human, and capable of sparking meaningful conversation. It also means taking a harder look internally before sending anything to the media: Is this genuinely newsworthy? Does it add value to public understanding?
Some of the most rewarding work I have done in Oman came from building long‑term relationships with journalists, not just pitching them stories, but understanding what they care about, what drives their curiosity, and what kinds of stories they want to tell. It is about learning from them too, then crafting opportunities that feel interesting and relevant to them. The outcome is coverage that feels authentic, not forced. These are stories that resonate because they are told with genuine enthusiasm on both sides.
This often meant stepping away from the comfort zone of the press release, with its polished format and almost guaranteed coverage, and looking for other ways to create value. Exploring other formats, from opinion pieces and features to interviews, profiles, and podcasts, allowed for greater depth and nuance. The result was not only stronger engagement but, in many cases, direct sales and stakeholder interest for my clients.
Of course, there is a commercial reality to consider. Media outlets need revenue to survive. PR and media buying functions can, and should, play a role in supporting that. This should not mean simply paying for coverage. It means exploring ethical, strategic partnerships that create value for all parties. When done well, they also deliver relevant and impactful coverage for clients.
One particular outcome of supporting media is the indirect funding provided to hire and train journalists. More opportunities for local talent mean stronger cultural insight, richer storytelling, and a more sustainable future for journalism in Oman. This would mean creating jobs, strengthening local expertise, and giving a platform to voices that truly understand the pulse of the nation. If it is sometimes difficult to justify media spend, this should be the key argument: invest to grow and strengthen the sector, ensuring more opportunities in the long term.
The way forward is clear. PR in Oman needs a quality‑first mindset. We must move from “getting covered” to “making a contribution,” providing stories that matter, building trust that lasts, and working with the media as collaborators, not just channels. In turn, media in Oman must invest in their digital offering and remain open to working on stories in new ways. Crafting innovative partnerships will help companies see the tangible benefits of their investment. If we do this, PR will not just support journalism. It will help elevate it and, in doing so, contribute to a better‑informed, more connected Oman.
As I leave Oman in August, I have become conscious that the relationships I developed with talented, passionate journalists have been some of the most rewarding experiences of my years here, and a reminder that trust, respect, and genuine collaboration are the foundation of great storytelling.

Anne Manuel, The writer is a PR Consultant