Barbara Ellington, Lifestyle Editor
Founder of PRO Communications, Jean Lowrie-Chin, has visions of expanding their advertising
portfolio while consolidating public relations functions. - WINSTON SILL/FREELANCE PHOTOGRAPHER
JEAN LOWRIE-CHIN is the owner/founder of PRO Communications Limited, one of the island's top public relations firms, but she actually began her career as a travel agent. She was enjoying it until her manager saw her potential and recommended that she go to university. Once there, the passion for writing seized her, and upon graduation, she went to seek work at the Jamaica Daily News that had just begun. There was no vacancy but young Jean Lowrie persisted until J.C. Prout hired her.
She became the drama critic and worked till marriage made her change jobs.
Lowrie-Chin taught at Calabar High School until she was asked to write press releases for a state visit. That was followed by work on the Caribbean Festival of the Arts (Carifesta).
At age 23, she was put in charge of public relations for Carifesta and worked with persons like Eric Coverley, Merrick Needham, Lorna Goodison and Harold Brady. They also met one on one with then Prime Minister Michael Manley. She did overseas media rounds and learnt a lot from her mentor Wycliffe Bennett while promoting the event.
But the seeds of business were sown since she was a child growing up in Westmoreland and saw her mother running a grocery store. She insisted that the children show their best face to the customer. Her father, a chartered accountant, was a principled man. Though wheelchair-bound for several years, he taught his children office practice while they were still in their teens. So meticulous was he, their mother had to keep a cash book and get a name for her egg-selling business.
They learnt to be neat, file documents and became dad's assistants at home.
GOOD ACCOUNTS
Mrs. Lowrie-Chin worked at Dunlop Corbin and got a couple good accounts for them. But businessman and friend Kenny Benjamin who had just started Guardsman advised her to start her own business. With a few friends she set up office at the Jamaica Pegasus in January 1979.
The first contract was with Guinness Jamaica Limited. She remained there for two years before moving to her present location.
A Claude McKay devotee and newspaper columnist who holds bachelor's and master's degrees, Mrs. Lowrie-Chin who is always working - even if it's on her Blackberry - is also on the threshold of launching her own book of poems. The 27-year veteran of the public relations business has received several awards, sits on a few boards and holds many professional memberships.
She conceptualised and edited The Gleaner's Flair Magazine and also gives time and resources generously to several charities. She is
married, with two children.
BE: What were the early days like?
JLC: In 1981 we bought this building and moved here. We got a mortgage and within five years I paid it off. I was lucky to get it reasonably. I love to entertain because I believe a good life is made of good memories so I have a party for friends and
supporters here every year. No matter how small the budget, we do it.
BE: How many clients do you have on the roster now?
JLC: About 15, with our flagship clients being Lasco, our main ones for 14 years. We have done all their major advertising campaigns; we create their slogans, write their ad copy. Lascelles Chin is another of my mentors; he has encouraged me. Digicel is another major client who has been with us since 2000. We have a dynamic, respectful, synergistic relationship. We have worked on some of their launches around the Caribbean islands. Other clients are the Electoral Office of Jamaica since 1995.
With our three major clients, we sell nutrition, communication and democracy. We also do work for Guardsman to which I'm dedicated because Kenny Benjamin encouraged me to start up. We also work for the Jamaica Mortgage Bank, National Family Planning Board, the Jamaica Public Service, the PSOJ and some voluntary and pro bono work sometimes accounts for between 30-50 per cent of the work we do.
BE: Your husband is in the business with you, how did that come about?
JLC: Yes, he is an engineer but he came on board in 1988 as our director for administration and information systems. It is a great partnership because he is strong in areas I am not and vice versa. But being a computer whiz he revamped our systems and that's why we can serve our clients in an age of business at the speed of thought.
BE: What did you learn about business from your parents that you have adopted in your operation?
JLC: My father saw some of his clients go through rocky times through overborrowing and he always warned us to be very conservative with growth but remember to creep before you walk. Victoria Mutual had savings pans with keys when we were growing up and each month-end we had to take it in and Dad made us put the money in the bank, all four of us. He planted the habit of saving in us early. The only time he spanked me was for borrowing someone's toy because he said if it's not necessary, learn to do without it.
So when we started this
business, we looked in The Sunday Gleaner classifieds for used furniture. We don't follow the crowd and we temper our tastes and don't hang our basket where we can't reach it. We even re-covered the office chairs to save money.
BE: How then would you advise young people embarking on a business now?
JLC: Make sure you have a good knowledge base, know your area well, research to stay on the cutting edge. People want to know you know what you are doing. Don't borrow and put yourself in debt just to put up a front. People are looking for substance.
BE: So how did you survive the financial meltdown of the '90s?
JLC: We did not have any loans; we borrowed once to buy an advanced computer. My bankers call to offer loans but we prefer to finance the business out of cash flow. We don't throw away one-sided used paper. In 27 years we have only just bought a new car; we always bought used cars and we pass that attitude to staff too.
BE: How many people do you employ and how do you find them?
JLC: We now have 18 in all. They are a dream team and are the best; they work hard, are dedicated and have good values; JeanLowrieChinJ20060628WS they are always willing to go the extra mile. In recent times we have been receiving many applications because we have built a reputation for being training-oriented. So university graduates come here for on-the-job training. All our meetings are training opportunities. I have a network of people I call PRO Comm. graduates.
BE: What do you think of the tendency for print and electronic media practitioners to think their next step is to set up a small PR firm no matter how small or unfeasible, only to find out along the way it takes more than media contacts and the ability to write a press release?
JLC: That is because some people have a very superficial understanding of PR and its many functions. Writing is an important function but you have to understand management. If you want to make an impact on the direction of a company and you don't understand how management works, how are you going to make an impact and help to chart a course to build an image for the company?
It cannot be a scatter-shot approach; it has to be a cohesive one and a long-range strategy.
You have to understand the dynamics of management and the culture of the organisation you are taking on as a client because every organisation has its culture. In many instances you have to help them articulate their mission and vision. You have to have a solid communication plan; it's a major driver of an organisation. Many companies know what they want but don't know how to communicate it; many companies have excellent communication with external customers but are horrible with their internal customers, so it is important to have excellent communication skills.
BE: What is your greatest source of pleasure from your work?
JLC: It is to see that the input we have made to these companies has helped them to expand their brand, more people support them and this results in more employment. I can see the relationship between the work we do and the companies' bottom line and long-term implications for the human element.
BE: What is the biggest
challenge?
JLC: That is when there is crisis management in a company and we have to be very careful how they communicate the issues around it. We have to be as honest as we can be without affecting the morale of the company and its future. It is a very delicate balance that has to be maintained. Many times someone is so disturbed about it; a lot of experience is necessary. I impress it on my staff that if there is a mistake, we have to call the client before they call us and face the music. Monitoring media is vital at this point.
BE: What has been your biggest surprise?
JLC: That has been the growth. I started PRO Comm. to be a small operation but client response has been tremendous. Most of our business has come from someone recommending us.
BE:Where do you see PRO Comm. in the future and what about retirement?
JLC: I see us going into more advertising because we want to grow and take the staff forward; we will never give up the PR side because that's at the heart of what we do but we have to be practical. We cannot be idealistic, we have to go where the business is. Retirement is very far away.
BE:What about the children, would you like to see them take over one day?
JLC: Yes, they are now
studying and getting valuable experience here. My daughter is studying accounts and my son is creative and people-oriented. I cannot plan for them but this is their legacy. Also, I would like to see staff own shares in the future.
BE:What is your pet peeve?
JLC: I don't like people who make excuses and are always apologising instead of owning up and getting the job done.
BE:What is your wish for Jamaica?
JLC: I would love to see Jamaicans sharing and caring more and being our brother's keeper. We have to spot the blame game, face the facts, stop being part of the problem and be part of the solution. We have to safeguard the future of our children.
Send feedback to barbara. ellington @gleanerjm.com.
