Build or buy? How companies should manage external communications

All companies need to communicate - to customers, partners, investors and talent - across a growing mix of channels: owned platforms, earned media, social and digital.

So, should you build an internal communications team to manage this, or 'buy' capability through an external resource?

The case for building internally

An internal team brings proximity to the business. They understand the product, the roadmap, leadership priorities and commercial objectives. In complex B2B environments, this alignment matters. Messaging needs to reflect not just what a company does, but how it sells, delivers and differentiates.

Internal teams also provide continuity. They are embedded in the organisation, can respond quickly to internal developments and ensure communications are consistent over time.

But this is where the limitations become apparent.

External communications today is multi-disciplinary. It requires media relations, content strategy, executive profiling, digital, social, analytics and often multi-market coordination. Building this capability internally means hiring multiple specialists - at a senior level - to be effective.

That is expensive. And in many cases, inefficient.

Senior communications leaders command high salaries, yet their utilisation fluctuates. Outside of peak periods, much of that senior capability sits underused. To compensate, companies often hire more junior, generalist teams, resulting in execution without depth, and activity without impact.

In Southeast Asia, this challenge is amplified by a limited pool of experienced communications talent. Many internal teams are simply not structured to deliver what the business expects.

The case for working with an external agency

External agencies are not just a resourcing solution - they are an operating model.

They provide immediate access to senior counsel, without the fixed cost of building that capability in-house. Instead of hiring a senior leader, a content specialist, a media relations expert and regional market support, companies can access all of this through an agency at a fraction of the cost.

Beyond cost, agencies bring something equally important: objectivity.

Internal teams are part of the organisation. They are influenced by internal dynamics, leadership views and existing assumptions. Agencies sit outside this. Their role is to advise - on positioning, messaging and strategy.

This is critical in areas such as executive visibility, market positioning and major announcements. Companies often overestimate how clearly they communicate their value, or default to product-led messaging that does not resonate externally. Agencies can push back, simplify and reframe - ensuring what is communicated is relevant to the market, not just accurate internally.

They also bring scale and regional capability. Southeast Asia is not a single market. Executing across Singapore, Indonesia, Vietnam and Thailand requires local knowledge, media relationships and cultural understanding. Agencies can deliver this far more efficiently than building multiple in-country teams.

Why the best model is both

For most companies, the optimal approach is a hybrid model.

Senior internal teams provide business context, alignment and continuity. They ensure communications reflect strategy and connect with sales, product and leadership.

External agencies extend capability. They bring senior expertise, scalability, regional reach and - critically - independent judgement.

The value is not in choosing one over the other. It is in structuring the relationship correctly.

What companies need to get right

First, define clear objectives, and provide business information. Communications should be tied to business outcomes - market entry, pipeline growth, investor visibility - not just activity. Without this, both internal teams and agencies default to output over impact.

Second, establish roles. Internal teams should lead on objectives and alignment. Agencies should be empowered to advise, challenge and execute - not simply deliver tasks.

Third, ensure access to leadership. The most effective external communications is driven by senior voices. Agencies need direct access to business leaders to shape narratives.

Fourth, align channels. Owned, earned, social and paid should reinforce each other. This requires coordination across internal teams and agency partners.

Finally, commit for the long term. Effective communications is not episodic. It requires consistency, investment and a willingness to communicate continuously with the market.

I have done lots of work with a hybrid structure. For younger companies, I have worked very well with the CEO directly, extracting the business information that allows me to do the rest. I have also worked with senior marketing and business development leaders who had a deep understanding of the business, while I managed external audiences.

The bottom line

In Southeast Asia's competitive B2B technology landscape, external communications is a strategic function - not a support activity. Building everything internally is costly and often ineffective.

Companies that get this right combine internal ownership with external expertise - using agencies not just for execution, but for senior counsel, challenge and scale. That combination is what turns communication from activity into advantage - and ultimately, into growth.