Dramatic changes to media consumption along with technological advances have encouraged brands to become media organisations themselves. The last fifteen years has seen a fundamental shift in the media landscape. Deregulation of the newspaper, magazine and broadcast industries together with technological advances have resulted in the barriers to becoming a media organisation eroding almost completely. The result is an increasingly fragmented media market with the reach (and therefore the importance) of individual traditional media organisations generally decreasing. This has resulted in a vicious circle. As audiences have decreased so have revenues from advertising and sales, resulting in staff cuts that have reduced the quality of the journalism and its value to its audience, further reducing audience size. As audience sizes have shrunk and technology has made it easier and cheaper to publish content, companies have focused on their own publishing capabilities and “brand journalism” has become increasingly common. High quality cameras and video technology have become both cheaper and easier to use. Social media channels, which continue to evolve rapidly, are providing brands with the opportunity to develop their own audiences cost effectively and to communicate directly with them. In short, every company now has the opportunity to be a media company. Developments in website technology, and the importance of search engine rankings, have made it easier and more important for organisations of all sizes to put their websites at the heart of their communications strategies. The cost and effectiveness of websites as publishing platforms varies dramatically however and often dates quickly. The challenge many brands are struggling with is how to make these various technologies work together.

2. EC=MC
Corporate media;
publishing revolution

3. What is blocking companies to become publishers?

4. Strategy?
Content?
Organization?
Technology?

5. Comms responsible had no influence & control
On-time & real-time PR was impossible
Obstacles lead to less content
Brand missing out
Social channels as escape

6. Technology was usually standard web CMS tool
Built by general web designers; not specialists
Design was one dimensional; by the client
Project became expensive & incomplete

7. Newsroom underperformance
Technology was quickly outdated
Workflow enhancement was absent
Obstacles lead to less content

8. Most content was not search engine optimized
Content could not be shared
No content engagement options

9. The Why
Corporate media;
a market vision

10. Newdefinitionof‘news’
Abilitytodecideamount&‘depth’
Flexibilitytoplan‘time’fornews
Freedomofchoice:channel&form
Abilitytosharenews

11. Business model of traditional publishers under pressure
Brands spend less on advertising

12. Existing business model can’t finance earned media
Reduced sources for coverage & content creation
Less opportunity for free publicity

13. Free channel... but no control
In search of viable business models
Reliability as main comms tool?
Social channels are free... require large investment

14. Brands are media outlets
Stakeholders, specialized blogs & industry portals
Brands expected to be opinion leaders
Digital PR effort to address business conversion

15. The How
Corporate media;
a product vision

16. CLOUD HOSTED
Power, speed, scalability and reliability

17. CROWD INNOVATED
Feature & functionality development & improvement.
Utilizing the wisdom of the crowd:
global PR professionals

18. FUTURE PROOF
Fast web & social developments

19. OPEN
Open API, connectivity with ‘best of breed’ solutions

20. EFFICIENT
Workflow, development, and costs

21. EFFECTIVE
Search, share, engage, and contribute

22. Contact
Bart Verhulst
Co-founder & CEO
www.presspage.com