Calvin Judd

COM8199

MA Media and Public Relations

B5056626

Title:

Owned Media 2.0: Brand Journalism and Reputation Management

Through Online Corporate Publishing

Submission Date:

31st August 2016

Word Count:

12594 words

I declare that this assignment is my own work and that I have correctly acknowledged the work of others. This assignment is in accordance with

University and School guidance on good academic conduct (and how to avoid plagiarism and other assessment irregularities). University guidance is available

at www.ncl.ac.uk/right-cite

Abstract

Digital and social media have opened countless doors for PR, presenting new

ways for brands to communicate with their publics. Simultaneously, the

disintegration of traditional media has brought about historic changes to the

news landscape. Brand Journalism is a natural reaction to these momentous

changes and provides companies with a direct, authentic and transparent means

of communicating with their publics. Disintermediation means brands no longer

need to rely on the media middleman to create mutual understanding and

influence opinion. Public trust in traditional media is falling, while trust in

business is rising, though skepticism surrounds business as a source of news.

While traditional and earned media will always play a pivotal role in PR strategy,

the PR practitioner of tomorrow must acquire news skills in order provide real

value.

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Acknowledgments

I’d firstly like to thank Sally Keith, my dissertation supervisor, for sharing her seemingly limitless knowledge with me, overseeing and guiding me through what was an incredibly demanding piece of research. Her input and opinion was truly invaluable. I’d also like to express my gratitude to all those who took the time to fill in surveys and respond to interview requests. Last but not least, my friends, family and girlfriend, who provided wine when necessary and offered ‘expertise’ when none was needed.

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Contents

1.1 Introduction 61.2 Research questions 71.3 Significance 71.4 Research outline 7

2.1 Literature review 92.2 Public relations and reputation 9

2.2.1 The business of influence 102.2.2 Corporate image 11

2.3 Toward a definition of brand journalism 112.4 The decline of traditional media: every company is now a media company 132.5 Rising confidence in what companies say 132.6 From interruption to influence: re-thinking owned media 142.7 Brand journalism and the social web: the psychology of sharing 162.8 Conclusion 17

3.1 Methodologies 183.2 Case studies 183.3 Qualitative 193.4 Quantitative 203.5 Conclusion 21

4.1 Secondary research: brand journalism case studies 224.2 GE Reports 224.3 Richmond Standard 264.4 Red Bulletin 30

5.1 Qualitative interviews with industry experts 355.2 Conclusion 41

6.1Quantitative survey 436.2 Conclusion 55

7.1 Conclusions 567.2 Recommendations 57

Bibliography 58

Appendices 63

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List of Figures

Fig.1 Research outline 8

Fig.2 Case study ratings 33

Fig.3 Gender chart 43

Fig.4 Age chart 44

Fig.5 Location chart 45

Fig.6 Media consumption chart 46

Fig.7 Media trust chart 47

Fig.8 Factor of influence chart 48

Fig.9 Trust in business chart 49

Fig.10 Incentivised by branded content chart 50

Fig.11 Lickert scale stacked bar chart 51

Fig.12 Trust in traditional media chart 51

Fig.13 Brand journalism awareness chart 53

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1.1 Introduction

“The previous barrier between brands and their audience that was created by the media as we knew it has now eroded.”

Waddington & Earl (2012:84)

Communication is at the heart of public relations. For Cooley (1909:61),

communication is the “mechanism through which human relations exist and

develop.” It is through communication and discourse that influence can be

enacted and mutual understanding generated. Indeed, the rise of digital and

social media has opened new doors and opportunities for organisations to

communicate with their audiences.

Since its inception in the early 1900s, earned media has been seen as the

bedrock of PR practice. However, web 2.0 and social media have given birth to

new ways for businesses to interact with stakeholders, with brands being able to

communicate with their audiences online without an intermediary. While third

party opinion can certainly not be dismissed as a tool of influence, the ability to

speak both immediately and personally is invaluable. The Internet is now filled

with brands competing with one and other to be heard; brand journalism offers

an opportunity for organisations to communicate with stakeholders directly and

authentically, while using editorial integrity to ensure discourse is both credible

and compelling. This monumental change in the digital landscape has brought

about what can be referred to as Owned Media 2.0. Just as Web 2.0 signaled the

shift to more dynamic, interconnected and social online communities, Owned

Media 2.0 represents the transition from static to more direct, personal,

authentic and social relationships between brands and their audiences through

engaging journalistic content.

As Elmer states, “public relations is storytelling” (2011:47). Brand

journalism allows organisations to tell their own story using their own voice,

without having to rely on pitching hyperbolic press releases a fragmented media.

This void left behind by the ever-thinning traditional media presents a huge

opportunity for brands to use the expertise and resource within their

organisation and translate it into branded content that gives value to

stakeholders.

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1.2 Research questions

This study will provide an analysis of how and why businesses are increasingly

turning to brand journalism in in their PR strategies and creating their own

online editorial content, targeting three key questions:

1. In what ways are brands assimilating the traditional media hierarchy and

employing owned media to deliver compelling content directly to their publics?

2. Why are some brands shifting from a reliance on earned to owned media in

order to assert their reputation and influence their publics?

3. In what ways could this have an impact on the profession and the future of PR?

1.4 Significance

The media and digital landscape is ever evolving, with new platforms,

communities and technologies being born seemingly everyday. Consequently,

the ways in which brands can communicate are changing everyday and brand

journalism is one of the most profound and exciting disciplines to be established

as a result. Moreover, current academic literature concerning brand journalism

is sparse and further exploration is vitally needed. While owned media and

content marketing has been the subject of widespread academic investigation,

brand journalism, as subset of these two, has been somewhat overlooked. This

thesis aims to negotiate the reasons why brands are choosing to implement

brand journalism as part of their strategy and also how they are doing so. In

doing so it will make a beneficial contribution to the PR profession, while

providing much needed academic insight into the field of brand journalism.

1.5 Research outline

This research project will be structured in to eight chapters (fig.1). The literature

review will explore existing research and current debates on owned media,

social media, corporate image, influence and consumer-brand trust, while

negotiating the underpinning theories of PR and reputation management. An

overview of the methodologies behind the research will be given, highlighting

the reasons behind the particular methods of data collection, the implications of

choosing such methods and the ethical considerations. Case studies of brands

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employing brand journalism as part of their PR strategy will then be assessed.

This will be followed by a discussion and analysis of the qualitative and

quantitative data collected from the online questionnaire and expert interviews.

Conclusions will be drawn and an overarching evaluation of the research will be

given, before making recommendations and spotlighting potential new

directions of study.

Fig.1

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2.1 Literature review

As a relatively new phenomenon, brand journalism has seldom been the subject

of comprehensive scrutiny in PR literature. This chapter will navigate the current

debates that exist concerning brand journalism and owned media, while

consulting the bedrock theories of reputation management and influence in PR.

2.2 Public relations and reputation

The Chartered Institute of Public Relations explains that the primary object of

public relations is to look after reputation by “establish[ing] and maintain[ing]

goodwill and mutual understanding between an organisation and its publics”

(CIPR, 2016). Accordingly, reputation is a product of “what you do, what you say

and what others say about you” (CIPR, 2016). In order to achieve understanding,

PR programmes must “help publics become more knowledgeable about [a]

company and its perspectives” (Baines et al. 2005:10), by employing paid,

earned, shared and owned (PESO) tools to communicate and build trust.

This PESO model, championed by Deitrich (2014:37), maps the different

channels brands employ to influence opinion and create trust. PR has typically

been concerned with the earned aspect of this model, with Waddington and Earl

(2012:11) agreeing that “PR still ‘lives’ in the editorial world [and] that is how it

has its influence on reputation.” On the other hand, Stareva (2015) explains that

trust is the base from which the best relationships are formed and as a result

organisations must use owned media to directly communicate with stakeholders

to inform them who they are, what their business is about and the value it can

offer them.

Furthermore, to build a reputation and form relationships an organisation

must aim to change attitudes through communication. The shift from a ‘negative

situation’ to a ‘positive achievement’ through better understanding, for Jefkins

(1995, in Gurau, 2007:290), is the primary aim of PR. The transfer process model

maps how hostility, prejudice, apathy and ignorance are relayed into feelings of

interest, acceptance, sympathy and ultimately empathy, by earning

understanding and influencing opinion. Owned media, as a tool that

communicates directly with stakeholders, has the ability to foster relationships

by creating interest in a brand through informative and engaging content. As a

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result, this interest can be harnessed to provide clear, undiluted information to

create mutual understanding.

2.2.1 The Business of Influence

Reputation is a product of influence and only through influencing opinions and

behaviors can an organisation earn understanding. As a concept, influence is

inherently complex; it functions on multiple levels, both consciously and

unconsciously. Sheldrake (2013:20) explains that “you have been influenced

when you do something you wouldn’t otherwise have done, or think something

you wouldn’t otherwise have thought.” However, for Sheldrake (2012), the

typical “paid-earned-owned taxonomy” is increasingly irrelevant to PR and the

ways in which organisations influence their publics. He views it as a hindrance to

what should really be a focus on the Six Influence Flows (2011). Influence is not

just a medium enacted on stakeholders by an organisation, but rather something

that is enacted onto an organisation as a result of stakeholders – it is a two-way

flow.

It is only by placing the Six Influence Flows (see appendix 1) at the heart

of an organisation that that it becomes “influence-centric” (Sheldrake, 2012). In

order to be heard by their stakeholders, Sheldrake (2011b) argues that brands

must listen back and “sharpen their ability to interpret and respond to the

myriad communication flows issuing from all sides.” This process of

communication and influence draws upon Grunig and Hunt’s (1984) four models

of public relations - specifically two-way symmetric communication. This model

highlights the importance of listening to stakeholders and striving toward a

model of excellence where by an organisation changes its behaviour and uses

communication to promote goodwill and understanding.

2.2.2 Corporate image

Reputation is determined by how an organisation is perceived – it is not

something that is owned by the company, but rather something that is produced

by stakeholders. Ultimately, what a company does, says and what others say

about it fortifies a corporate image. Dowling (1986:110) defines corporate image

as:

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“The set of meanings by which [a brand/company] is known and through which people describe, remember and relate to it. This is the result of the interaction of a persons beliefs, ideas, feeling and impressions about [it].”

Corporate image plays a role in the long-term production of corporate

reputation. In today’s competitive market, reputation is central to the long-term

success of an organisation for Davies et al. (2003). Moreover, from a business

perspective, “a positive corporate image adds value to the organization by

encouraging favourable associations,” allows “consumers to differentiate

between organizations,” while driving “customer satisfaction, customer

retention, customer loyalty, perceived service quality, as well as perceived value”

(Mostafa et.al. 2015:468).

2.3 Toward a definition of brand journalism

Much like PR, definitions of brand journalism are diverse and vary somewhat

between sources. As a discipline it is a work in progress, making it difficult to

accurately define. Zelm (2014) insists, “brand journalism takes many forms and

isn’t always easily defined.” Buttry (2015:69) shares this confusion, explaining

that “strategic communications professionals and traditional journalists are

trying to figure out what brand journalism is (and whether that’s what they

should call it).” Andy Bull brings some substance to the term, explaining that

“brand journalism it a hybrid form of traditional journalism, marketing and

public relations” (2013:1). Meanwhile, Ann Hadley (2014) notes “brand

journalists bring a reporter’s sensibility to your content—an editorial approach

to building a brand.” Therefore, brand journalism is the systematic approach of

using editorial techniques, such as reporting and objective storytelling, to

produce authentic and compelling content to engage, inform and communicate

with stakeholders.

There has been much debate over the term brand journalism in recent

years, primarily in relation to its precursor: content marketing. Despite often

being used as interchangeably, the two are entirely different approaches to

strategic brand communication. In order to be successful, Lofgren (2014:10)

stresses that brand journalism must have authenticity at is core. It has specific

attributes that make it distinctive from content marketing, including:

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“Editorial style and a journalistic mindset Entertains, inspires and influences Builds relationships Engages audiences without being promotional Tells vs. sells” (Lofgren 2014:10)

Unlike content marketing, there is no direct sales push in brand journalism.

Instead, there is a focus on quality news and reporting that brings value to

readers. Ramlochan (2015) also argues that content marketing “increase[s]

product demand by providing useful information,” whereas brand journalism

“find[s] and tell[s] stories that convey the ‘brand’s personality.”

For Baetzgen and Tropp (2013:7), “journalistic principles must be taken

into account” when employing brand journalism, “to ensure the brand presents

itself transparently and clearly as the sender of the communication – and not as a

hidden placement.” Traditional journalism has long been seen an independent

source of objective and balanced news, and the prospect of brands utilising a

journalistic approach to manage their reputation and influence consumers has

led to some distaste in the journalism community. Some critics, including Pepulla

(2014) and Filloux (2014), have expressed concern over the trusted and

independent nature of journalism that corporations are harnessing for their own

benefit. Cramer (2016:74) quotes Shane Snow, co-founder of Contently, when

pulling apart the term brand journalism:

“What Brands are doing, by and large, is not journalism. It’s information

and entertainment. It can still be honest, but let’s not conflate that with

the Fourth Estate.”

2.4 The decline of traditional media: every company is now a media

company

Recognising the increasing importance of businesses having to adapt to the

demands of the modern consumer, Tom Foremski (2010) put forth a

transformative equation for modern business: EC=MC. Referring to the concept

that ‘every company is a media company,’ Foremski alludes to the new

publishing models of Web 2.0 and how every organisation can create and share

content on the web. This approach is concerned with “delivering content when

and where it is needed and, in the process, branding you or your organisation as

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a leader” (Scott, 2011:31). By assuming the role of a media company and

behaving like a publisher, an organisation can become a purveyor of information

and assimilate traditional media.

For Rob Brown (2012:113), “brands and businesses have always been

publishers.” However, the advent of digital and social media has opened up a

new world for brands to communicate and publish content in. In making the case

for brands to assume the role of a media company alongside their usual business,

Lieb (2012:xvii) notes factors such as shrinking budgets in traditional media,

heightened customer awareness, the low costs of online publishing and access to

industry experts. Likewise, Bull (2012:9) points to the disintegration of

traditional media as one of the key reasons for brands to employ corporate

publishing techniques to communicate. Equally, Waddington and Earl (2012:11)

recognise that “the editorial world is changing rapidly which mean that the way

public relations creates influence and tackles things that impinge on influence

have to change too.” Confirming Bull’s theory, a census by The American Society

of News Editors (2015, in Edmonds, 2015) showed that the number of news

professionals working in the media has fell by over forty percent since 2006.

Such dramatic decline in the resource, staff and structure of traditional media

suggests they are not the powerful, influential third-party voice they once were.

2.5 Rising confidence in what companies say

Within the PESO mix, earned publicity has long been seen as the most credible

and influential, due to the insertion of third party opinion and editorial authority.

Although a survey by Nielsen (2013) confirmed that earned media is the most

credible among consumers, it noted a rising trust in owned media and branded

online content. This rise in credibility was confirmed when Nielsen (2015) later

reported that, while 66% of respondents to its survey completely or somewhat

trust editorial content such as newspapers articles, 70% trusted branded

websites. This increase in trust with regards to what companies say presents an

occasion for brands to establish and maintain direct and mutually beneficial

relationships with their stakeholders.

Further to this, the Edelman’s Trust Barometer highlights the levels of

trust in four institutions: business, NGOs, government and media. In 2016, “no

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institution recorded a larger gain in trust among the general population

than business” (Edelman, 2016). In both the general and informed public, the

report found that business held a 6% gain over traditional media. Technology,

food and beverage and consumer packaged goods all ranked high within the

business section, while financial services, energy companies and

pharmaceuticals were viewed as the least trustworthy industries. The report

notes: “business finds itself today in a new situation of strength, a unique

position that translates into an opportunity to help mend the trust divide”

(Edelman, 2016). Overall, this presents a momentous occasion for businesses to

utilise public trust and communicate directly and transparently with their

publics.

2.6 From interruption to influence: re-thinking owned media

While it has typically been the primary concern of PR, Sheldrake (2012) explains

that “‘earned media’ is not a synonym for public relations.” For him, instead of

interrupting public conversations with forceful messages, organisations should

aim to influence their publics with genuine and transparent dialogue. Rather

than ‘pushing’ content, as Lieb (2012) argues, companies should aim to ‘pull’

consumers with engaging and informative content which encourages them to

return. Leberecht (2009) similarly argues

“Brands still need to find the right balance between talking and being

talked about, and they still have to distinguish themselves from others by

having a unique voice and perspective.”

Leberecht (2009) also views the changing media landscape as the main

motivation for brands to utilise owned media to communicate transparently and

with authority. This disintermediation or - as Waddington & Earl (2012:55) view

it – “cutting out the middleman” means that brands can “command the influence

they have over their audiences.” On the web, owned media offers a controlled

and unbroken line of communication whereby a brand “decides what type of

content to publish, how often it will be updated and how users can interact with

it,” though its credibility is arguably lessened through the lack of third party

opinion (Bailey, 2014).

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The fact is, “people are reading online content more widely than ever before

because they can access more information, more quickly” (Waddington & Earl,

2012:30). For O’Toole (2013) this means that “brands need to create content

that’s worth sharing in its own right,” by not putting too much of a focus on the

organisation itself. Referring to Lieb (2012 in O’Toole, 2013) and the “shift away

from the “I” of the brand or product toward the “you” of the customer,” O’Toole

explains that successful brand publishers must listen to what conversations

customers are having and respond with content that serves their needs.

Similarly, for Waddington and Earl (2012:136), “knowledge of the audience is

crucial to knowing what content to create – its message, its tone, its balance of

information and entertainment.” With regard to Sheldrake’s Six Influence Flows

(2011), the influence stakeholders have on an organisation as well as their

influence with each other is of paramount importance to brand publishing.

Brands must therefore strive to implement two-way communication that listens

to customers while adapting to their needs. Whenman shares a similar view,

explaining that “brands hold a wealth of information that can be transformed

into engaging, shareable content occupying the ground between what your

brand stands for and what your stakeholders want to read” (2015:52).

Meanwhile, whilst not directly referring to the discipline of brand journalism,

O’Toole (2013) highlights a useful framework in the five S’s of marketable

content. In order to cut through the noise of the congested digital landscape,

branded content must be: searchable, shareable, supportive, specialist

and sustainable. O’Toole (2013) also points to the importance of multi-media

tactics in brand publishing, explaining “both tweets and Facebook posts with

images have significantly higher user engagement rates than those without.”

Arguing that branded media means brand can “truly be disruptive,” Boncheck

(2014) explains all owned media strategies should create value beyond the

company’s product, use data to shape their message and treat consumers as

“active co-creators.” Despite referring specifically to blogs, Solis (2009:145)

makes some noteworthy comments on what branded online content should do;

“have a voice, communicate with customers, use non-traditional platforms,

unmask predispositions [and] help mold perceptions.” ‘Media snackers’ are also

an important driving factor in reshaping owned media strategy for Solis. He

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explains these are “content creators or consumers who read small bits of

information, data, or entertainment when, where, and how they want”

(2009:178). These media snackers are “defining the new social economy” for

Solis (2009:178), by “building social capital for themselves.”

2.7 Brand journalism and the social web: the psychology of sharing

An essential part of brand journalism is engaging social media users to interact,

respond and share content. The New York Times Customer Insight Group (2011)

conducted study into why people share content online, uncovering their

motivations, personas and impact. The report found that relationships impact

heavily on the reasons people share content, offering the following five key

motives:

1. “Bring valuable and entertaining content to others 2. To define ourselves to others3. To nourish our relationships4. Self fulfillment5. To spread the word about a cause or brand”

A vital aspect of the psychology of sharing is enrichment, not only for the sharer

but also for the hope that the content shared will enrich the lives of others.

Moreover, the study found that 68% of social media users share to “give people a

better sense of who they are and what they care about.” Thus highlighting that

idea that social media users use content as means of reinforcing their image of

self. Classifying the identities of online sharers, the New York Times (2011)

further broke down the personas into six profiles (see appendix 2):

Altruists Careerists Hipsters Boomerangs Connectors Selectives

Depending on their profile, the report found that factors such as emotional

stimulation, presentation of self and intellectual value all played an important

role in determining what, where and why content was shared.

Brian Solis (2009:xvii) argues that social media has democratized content,

signaling the shift from a broadcast mechanism to a model “rooted in

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conversational format” and participation. Social media means brand must adopt

a new mindset, “humanizing and personalizing stories specifically for the people

[they] want to reach” (Solis, 2009:xix). He argues that social media is a “return to

the basics –placing the public back in Public Relations” (Solis, 2009:79).

Ultimately, brand must use social media as a platform for “informed, mutually

beneficial, and genuine participation inspires relationship building” (Solis,

2009:75).

2.8 Conclusion

In conclusion, this theoretical review has revealed that brands are filling the void

left behind by the disintegration of traditional media, which has seen a

significant decline in resource and workforce over the past decade.

Disintermediation means that brands no longer need rely on pitching

superfluous press releases to communicate with and influence their publics. As a

result of digital and social media, brands can create their own editorial content,

tailored to their specific audience and share it with their following online. This

content is engineered to be fundamentally social, while creating authentic

relationships and understanding. Moreover, there is an increasing sentiment of

trust in business, as shown by previous surveys. Such change in the media

landscape of trust could present numerous opportunities for business.

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3.1 Methodologies

The literature review highlighted the theoretical issues behind brand journalism

and also why corporations are choosing to harness the power of direct

communication through engaging, audience specific content. It was necessary to

further investigate these theories through both primary and secondary data

collection to resolve “gaps in the literature” and answer questions formulated

upon “reflecting upon what is going on in modern organisations” (Bryman & Bell,

2011:xxxiv).

A ‘triangulation’ based approach was employed in this research to ensure

“that the results [were] valid and not methodological artifact” (Bouchard,

1976:268, in Jick 1979:602). Such a multi-method approach would create more

confidence in the result, uncover “deviant” elements, allow for a “synthesis or

integration of theories” and ultimately ensure a comprehensive and “enriched

explanation of the research problem” (Jick 1979:608-9). This section gives an

overview and explanation of the methods used to carry out this research.

3.2 Case Studies

To give substance to the theories and debates introduced in the previous

chapter, a critical scrutiny of three brands currently employing brand journalism

as a strategic communication tool was needed. As Hartley (2004 in Njie &

Asimiran, 2014:36) argues, the aim of using case studies is “to provide an

analysis of the context and processes which illuminate[s] the theoretical issues

being studied.” The brands were chosen specifically to help assemble a better

understanding of how corporate publishing functions in both a business-to-

customer (B2C) and business-to-business (B2B) environment, as well as how it

could be used unethically (see appendix 3).

a. Red Bull – The Red Bulletin

b. General Electrics – GE Reports

c. Chevron – Richmond Standard

All of the businesses selected were chosen due to the fact they are large

multinationals spanning a range of industries. In analyzing each of the brands,

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the PESO model was employed to give an overall view of how their PR strategies

function in relation to brand journalism. However, due to its irrelevance to this

study, the paid channel was instead replaced with a more comprehensive

overview of brand image. Through a critical analysis of the chosen companies,

earned, shared and owned media was rated out of five alongside brand image to

compare the strategies of each. Ultimately, the case studies were employed

“with the aim of answering the “how” and “why” conundrums” of the research

area (Njie & Asimiran, 2014:39).

3.3 Qualitative interviews

To further build upon the theoretical framework and case studies, interviews

were conducted with six opinion leaders with backgrounds in PR, content

marketing and journalism. By acquiring perspectives from both academic and

industry figures, the insight provided by each assisted in the generation of

knowledge which was both far reaching and comprehensive. As Barbour

(2001:1117) argues, “qualitative research… allows a research question to be

examined from various angles” and gives far more comprehensive overview of

the subject matter. The following experts were contacted (see appendix 4):

Mike Aldax - Editor of the Richmond Standard & Senior Account

Executive at Singer Associates

JJ Dunning - Editor-in-Chief at the Red Bulletin UK and redbull.com

Andy Bull – Journalist and author of ‘Brand Journalism’ and ‘Multimedia

Journalism’

Steven Waddington - Chief Engagement Officer at Ketchum, author of

‘Brand Vandals’, ‘Brand Anarchy’ and editor of ‘Share This’ and ‘Share

This Too’

Theresa Cramer – Editor of Econtent trade magazine and author of

‘Inside Content Marketing’

Dan Brotzel – Content Director and Co-founder at Sticky Content, Blogger

at Econsultancy

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The opinion leaders were all contacted through email or social media to ask for

their input into this research and subsequent interviews were conducted via

email (bar Waddington who recorded an audio file posted it to his blog). Each

interviewee was given an identical set of seven open-ended questions to improve

analysis, ease collation of data and make more comprehensive comparisons.

Tomas Kellner ceased contact via email, despite initially agreeing to the

interview. Brian Solis responded but was too busy at the time to commit to

anything and several others (Dan Lyons, Tom Foremski and Sam Petulla) did not

reply. All gave full consent to the interviews being used in this research.

3.4 Quantitative survey

To gain a better understanding of public perception of business and media, a

quantitative survey was conducted online. As Bell (2005:136) argues, the

questions and areas of investigation in the survey were born as a result of

preliminary literature review and the initial research plan. Several questions

were also inspired by responses gained in the expert interviews. The

questionnaire consisted of twelve questions that varied between demographic,

multiple choice, rating and lickert scale questions.

The questionnaire was conducted using the web-based survey site

surveymonkey.co.uk. The sample size target was set at 200, but subsequently

achieved 220; such number of responses would ascertain wide number of views,

while also being realistic given the resources available. Moreover, benefits of

conducting the survey online included “access to unique populations,” reduced

time and low cost (Wright, 2005). In accordance with recommendations made by

Bell (2005:147), the questionnaire was piloted among colleagues and peers to

test the time it took to complete the survey, to ensure questions were clear and

understandable and to remove any questions that did not yield usable data. This

pilot brought no serious problems to light and so allowed the questionnaire to

progress.

The survey was posted to bulletin boards, consumer discussion groups,

forums and shared in groups on the professional networking site LinkedIn. As a

survey aimed at consumers and the general public, it was vital to ensure PR

jargon and industry specific terms were avoided or clarified. For example,

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providing examples of traditional and owned media was important to ensure

there was no confusion for respondents. All participants gave full consent to

taking part in this research and their identities kept anonymous.

3.5 Conclusion

Adding context and depth to the theoretical debates introduced in chapter two,

the combined use of secondary, qualitative and quantitative data allowed for a

“better overall view of reality” through being able to cross-check data and

balancing the benefits/drawbacks of each method (Bryman, 1984:86). This triad

of research types allowed for a more comprehensive overview and analysis of

the brand journalism phenomenon.

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4.1 Secondary research: brand journalism case studies

This chapter will give an analysis of the three chosen brands and their brand

journalism strategies, using the modified PESO framework as previously noted to

asses how they implement editorial content as a communicative tool.

4.2 General Electric - GE Reports

Owned 5/5

While much of its content often has a direct connection with the brand, such as

exclusive tours of the newest cargo jet for which GE designed and manufactured

its engines, some, such as the regular ‘5 coolest things in the world this week’,

deal with scientific and technological advancements outside of the corporation’s

direct line of business. The site is made up of authentic multi-media news articles

that appeal directly to those in engineering, technology and digital industries,

while also engaging wider audiences through a jargon-stripped approach.

Ultimately positioning the organisation as a “digital company…that’s also an

industrial company” (Lauchlan, 2015).

Tomas Kellner, an ex-Forbes reporter, is managing editor of the GE

Reports news site and in an interview with Contently he pointed out how all of

the content he creates has to be newsworthy in the sense that readers learn

something. He explained:

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“I wanted to produce an online magazine that tells people something new. I basically ignored press releases, and focused 100 percent on storytelling. My stories have real protagonists who are trying to solve real problems and reach real outcomes” (Lazaukas, 2015).

This approach to brand journalism closely aligns with the views of several critics

(Ramlochan, 2015 and Lofgren, 2014) who agree that in order to be successful

content must engross and inspire readers by telling stories that express a

brand’s personality. Rather than directly selling or being promotional, GE

Reports creates a strong brand image, aligning the company as a leader in the

field of science, technology and engineering. Ultimately, GE Reports brings value

to its readers, by giving them a reason to keep returning to the their website with

interesting and engaging content. By creating content which captivates

imagination, GE ensure their content has the power behind it to travel on social

media.

GE’s approach to brand journalism ultimately seeks to create awareness

of the brand as an innovator, by taking a credible, editorial approach to the

content it produces. It strives to render the press release obsolete through

producing articles worthy of being published in traditional media. Taking an in-

house newsroom style approach, GE produce articles which communicate on

behalf of their business in a way that attracts readers from outside the

science/technology sphere. GE Reports therefore acts as a mouthpiece for the

organisation, providing content that the everyday person would want to read.

Earned 3/5

Due its quality and consistency, content published by GE Reports often finds its

way into external media such “Wired, Gizmodo, New Scientist, Fast Company or

traditional media like Newsweek, Time or The Washington Post” (Kowai, 2016).

Therefore, rather than pushing stories using conventional press releases, which

the brand has no control over, GE continues to maintain presence in traditional,

earned media through creating content that is worthy of being printed in leading

publications.

However, the company’s practices have earned a substantial amount of

criticism in the media, with accusations of the brand lobbying US congress with

large cash donations and polluting the environment (Mindock & Sirota, 2016).

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Moreover, a federal trial the company have been involved in due to pollution of

the Hudson river has recently found the brand receiving widespread

commendation for its practices (Lyong, 2016). In many ways, what the company

says misaligned with what it physically does and what third party sources say

about it.

Shared 4/5

Social media plays a significant role in the dissemination of GE’s brand

journalism. While the brand has a firm following on Facebook (1.6 million) and

Twitter (420,000+), it often relies on less mainstream platforms. Content created

by GE Reports, as Lazauskas (2015) points out, regularly rockets up the boards

of Reddit, opening it up to millions of readers. As a social network news site,

Reddit is a facilitator of two-way dialogue in which users are in control not

publishers. Therefore, for content to find its way onto the Reddit boards, it truly

has to have human interest at its core. Moreover, GE also targets platforms such

as Tumblr and Storify. Like Reddit, Tumblr is an inherently social channel, and

through posting engaging multimedia content GE is able to distribute its brand

journalism and message organically.

From a psychological perspective, GE Reports’ relationship with social

media underlines the findings of the New York Times (2011:17), which found

that social media users are steered by a need to “bring valuable and entertaining

content to others.” The news site’s emphasis on captivating and compelling

content means that social media users, through their drive to both define

themselves and nourish their relationships with other users, share GE’s brand

journalism within their network. Specifically, GE Reports’ content is targeted at:

selectives, hipsters and careerists. GE therefore places importance not just on its

own influence on stakeholders, but also the second flow of Sheldrake’s (2011) six

influence flows – stakeholder’s influence with each other with respect to the

organisation.

Brand image 4/5

As well as creating awareness, a key aspect of GE Report’s brand strategy is to

help stakeholders become more knowledgeable about GE as a company. By

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harnessing human interest with fascinating and compelling editorial content, the

corporation is creating acceptance, through being viewed as a thought leader,

and respect, through enforcing a positive corporate reputation. This, as Gurau’s

interpretation of the Jefkins’ Transfer Process Model (1995, in Gurau, 2007:290)

suggests, will in turn lead to public empathy toward the brand.

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4.3 Chevron – Richmond Standard

Owned 2/5

Launched following several major incidents including explosions, fires and toxic

fumes, the Richmond Standard is now in its second year and funded by Chevron

“to provide Richmond residents with important information about what’s going

on in the community” (richmondstandard.com). Publishing several stories per

day, the site is both consistent and up-to-date in its reporting style. Its structure

and format is virtually unrecognisable from that of a local community news site,

having been stripped of Chevron branding and any distinct connection with the

energy company. The only attachment between the two can be found in a small

box in the corner of the page which states: “this news website is brought to you

by Chevron Richmond” (richmondstandard.com).

Its categories resemble a typical local news outlet interest, including:

community views, education, jobs, entertainment and sports. That is until the

subcategory ‘Chevron speaks’ in which the company explain, “this is a dedicated

page for the Chevron Richmond Refinery to share its news and views on issues

important to the company and the Richmond, CA community”

(richmondstandard.com). This section acts a direct point of communication

between Chevron and its stakeholders, pointing out inaccuracies in the stories of

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other news outlets, issuing company statements, using expert opinion from

within the company, interviewing members of staff and generally explaining the

companies stance.

Affirming the theory that “PR has become an escape route for journalists”

(Morris & Goldsworthy, 2012:18), the Richmond Standard is run singlehandedly

by Mike Aldax, a former reporter for the San Francisco Examiner. As both an

editor and writer, he is a one-man newsroom employed by Singer Associates

(see appendix 5). Unlike traditional media, whereby the editor generally has final

say over what is published, Chevron’s overarching influence is undeniable. Aldax

explained in an interview, “if you’re looking for criticism of Chevron you’re not

going to find it in the Richmond Standard” (Carroll, 2014). The independent and

partisan complexion of journalism is therefore exploited by Chevron, by trying to

manipulate local public opinion through the publication of ‘spin’ subtly disguised

as community news.

Brand journalism therefore provides a direct wire and unfiltered of

communication with local stakeholders of which the company is in complete

control of. Chevron no longer require the input of third party, earned opinion as

they have established themselves as the source of local news through the

Richmond Standard. However, the ethics of branding the Richmond Standard as a

local news site that provides information to the local community unearths

numerous issues. Jovanka Beckles, vice-mayor of Richmond, was quoted in the

Guardian explaining that the news outlet is “solely a marketing strategy to

distort and distract from the real news. It’s part of the way Chevron bullies this

city” (Carroll, 2014).

Earned 1/5

Pressure groups such as the True Cost of Chevron (TCC) represent a network of

charities and supporters who believe the business is damaging the environment

and abusing human rights. The TCC have directly condemned Chevron, fighting

for communities including Richmond, CA who they argue have “suffered the dire

impacts of Chevron’s reckless pursuit of profits” (TCC, 2015).

Moreover, the disintegration of traditional media, which many critics see

as the driving reason behind the rise brand journalism (Bull, 2012; Lieb, 2012 &

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Edmonds, 2015), is very much apparent in the Richmond, CA area. The San

Francisco Chronicle previously covered the Richmond area, but following a

dramatic decline in readership, cuts to staff meant local news was no longer a

viable option (SF Gate, 2009). The Richmond Standard’s closest rival, the

Richmond Confidential, is run by journaslim students and does not have the

funding or resource to run all year round. Moreover, at six thousand likes, its

presence on social media is minor in comparison. Essentially, the Richmond

Standard has filled a void in local news created by the decline and disintegration

of traditional media.

Shared 1/5

Meanwhile, the brands social media pages on both Facebook and Twitter are

entirely void of a connection to the Chevron brand, failing to mention that the

operation is funded and driven by the company. As such, this goes against the

“hidden placement” guise of brand journalism that Baetzgen and Tropp (2013:7)

firmly argue against. Furthermore, in considering the fact Richmond, CA has a

population of just over one hundred thousand, it is viable to say the Facebook

page, which has over twenty-two thousand ‘likes,’ has substantial influence on

the local area. In contrast to the web page, there is no mention of Chevron or the

fact that the page is ran by journalist funded by the energy corporation. While

some, including Brian Solis (2009), argue that social media has democratised

online content, Chevron have become distributers of corporate disinformation

through their use of brand journalism. Chevron’s brand journalism strategy can

in many ways be viewed as whitewashing, in that it attempts to gloss over the

environmental damage the company has caused. Beaugez explains their

approach is ‘something more akin to brand-sponsored journalism’ (2014).

Brand Image 2/5

As previously noted in the Edelman’s Trust Barometer (2016), the Energy sector

is one of the least trustworthy industries, ranking at only 58% with the general

public. Alongside the chain of negative events that have inundated the Richmond

oil refinery, there is no doubt that Chevron finds itself in position where the

restoration of trust in its publics is key for it to continue to function as a

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business. Its corporate image is stained with unfavourable, negative sentiment

from the local community which have been the main recipient of the company’s

failings. As such, feelings of hostility are born in conjunction with current public

prejudices concerning corporations in the oil and gas industry.

In occupying the hyper-local news space left by the deterioration of

traditional media with deceptive content that ‘entertain, inspires and influences’

(Lofgren, 2014:10), the Richmond Standard provides a platform for Chevron to

inject its message directly into the local community. In removing the Richmond

Standard’s social media pages of Chevron branding and failing to make clear that

operation is funded by the corporation, questions over the ethical and moral

implications of such brand journalism are raised. Though it attempts to make

stakeholders more knowledgeable about the company, Chevron is deceptive in

the way in which in conceals its message and misuses public trust in journalism.

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4.4 Red Bull – The Red Bulletin

Owned 5/5

Red Bull’s strategy has often been referred to as the gold standard of brand

journalism. Cramer (2016:30) remarks that “it is often referred to as a media

company that just happens to sell an energy drink.” As a brand it embodies what

a media company should be, creating valuable content that engages its target

demographic. Simultaneously, they embellish who they are and what they stand

for as an organisation into every piece of editorial they produce. Kimmel (2012,

in Bull 2013:88) argues that the reason behind Red Bull’s success is the fact it

puts corporate strategy at the very heart of its brand journalism. She explains:

“Red Bull is a lifestyle brand that, though its positioning that it ‘gives you wings’, is centred on a philosophy that any person can get onto the world stage to excel in the field of sports or entertainment that Red bull has created for him/her.”

In line with Lofgren’s (2014:10) guidelines, Red Bull is a brand that puts

‘telling’ before ‘selling’. The brand’s homepage, redbull.com, is void of any

attempt to directly sell its product. Instead, it is solely focused on providing

journalistic content which fascinates its targeted Generation Y audience (18-34).

Meanwhile, Red Bulletin is the brand’s international magazine published online

and in print, adhering to the notion that brand journalism is about people not

products. Its content covers a range of topics that align with the young

adrenaline-seeking bracket the brand wants to be associated with. While many

of its stories feature notable sport people, musicians and film stars that would

30

typically be covered by traditional newspapers and magazine, Red Bulletin has

the resources to cover figures that exist outside the interest of mainstream.

Indeed, one of the key objectives of The Red Bulletin is to communicate an

internal self-image of the consumer as a daring, successful and audacious

individual. As such, “at the heart of the magazine are stories of people who

persevere in the face of considerable obstacles” (Grinapol, 2015). Rather than

forcing content and messages directly onto their audience, Red Bull ensure their

strategy is built around content and messages which ‘pull’ the reader back to

their site and ultimately their brand. Instead of focusing on the company itself,

Red Bull recognise the influence their customers have on their organisation and

therefore put them at the focal point of their brand journalism. This corresponds

with the view Lieb (2012) takes, when she explains that brands must place focus

on the ‘you’ of the customer by listening to them and responding with content

benefits them.

Earned 4/5

The Red Bulletin has now evolved into a media site featuring a range and quality

of content that rivals even the leading lifestyle magazines. In considering the

dramatic changes to the men’s magazine landscape following the closure of

Loaded, Nuts, FHM and Zoo, Red Bulletin’s male orientated content fills the sizable

void left as a result. Through this disintegration of traditional media, which Andy

Bull (2012:9) cites as the primary reason for brands assuming the role of

corporate publishing houses, The Red Bulletin has essentially become third party,

earned media from which other brands turn to promote their product/service.

Wegert (2015) remarks that in 2014 “Red Bull TV became Apple TV’s first

branded content channel… [using] event and film sponsorships and online video

advertising to generate revenue.” Describing the brand as a “media powerhouse,”

Lazauskas (2014) proposed that Red Bull are on course to become the new ESPN

because of their extensive and superior coverage of sport.

Moreover, the Red Bull Content Pool allows external media to access a

vast collection of print and multimedia content for editorial use. As a result,

traditional media regularly pick up stories and publish them to their sites; often

filling in the gaps left by cut back newsrooms and tightened budgets. Metro and

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Reuters are two media outlets that have announced partnerships with Red Bull,

distributing the brands content and “further blurring the line between brand-

created content and journalism” (Castillo, 2016). As a result, the brand achieves

the benefit of being associated with a credible and trustworthy news source,

while remaining creators owned content that is published. This convergence of

owned, earned and shared media, which is driven by “socially powered,

technology-juiced content” (McDermott, 2013), means the brand need no longer

rely on traditional media relations to drive awareness. Red Bull uses traditional

media relations to further increase the coverage of its brand journalism.

Shared media 5/5

A key tool in the dissemination of Red Bull’s journalistic content is social media,

primarily Facebook, Twitter and YouTube. With 46 million likes, the brand’s

Facebook following dwarfs that of even the biggest media companies, allowing it

to publish content directly to vast audiences without the need to use traditional

media. By sharing compelling, multimedia brand journalism that captivates

human imagination to its social media channels, the company creates authentic

engagement between customers and the Red Bull brand. Through appealing to

“consumers’ motivation to connect with each other – not just the brand” (New

York Times, 2011), Red Bull ensure their brand journalism is inherently

shareable. Moreover, while the engrossing nature of their content draws much

wider consumer interest, hipsters and ‘boomerangs are the primary targets of

their content on social media. On social media, Red Bull’s content appeals to

‘media snackers.’ Its multi-media, multi-platfrom content makes a compelling

effort to galvanize human emotion and inspire ambition through audacious

stories with real people at their heart.

Brand image 5/5

The energy drink Red Bull produces has seen a substantial amount of criticism

and negative attention in the press, with reports of some drinkers suffering

“stomach pain, headaches and sleep problems” (Clarke, 2016), food research

organisations calling for children to be banned from buying it due to the health

risks (Herald Scotland, 2016) and a report of one man suffering a heart attack as

32

a result of consuming the beverage (Spillet, 2015). Because of the ‘unhealthy’

nature of the product it sells, Red Bull is often the subject of damaging earned

media. Thus, brand image is of vital importance as a company which deals

directly with consumers. In using brand journalism to create a ‘cool’ customer-

brand affinity through targeted and compelling content, Red Bull project a potent

brand image into the eyes of the consumer.

4.5 Conclusion

These case studies have demonstrated how companies are using brand

journalism as a tool to influence their publics. While each employs an editorial

mindset to their content, the reasoning and strategy behind each differs. As a

B2C brand, Red Bull are clearly focused on using editorial content to create an

aura of excitement and sensation around their product. Where as the B2B brand

GE, employ journalistic content to position themselves as industry leaders and

innovators.

Fig.2

Red Bull ranked the best of the three brands, due to the fact its content

transcended the PESO framework. Through a systematic and sustained approach

to its editorial content, the brand achieves a convergence of its media channels.

The brand’s content ignites conversations on social media and subsequently

produces brand advocates who are willing to spread their content online.

Prioritising stakeholders influence with each other with regard to the brand

itself, Red Bull not only create content which has fuel to be shared far and wide

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by numerous online personas but they also embellish a potent corporate image

into everything they produce.

GE meanwhile strives to position themself as an industry and thought

leader, through their informative and captivating content. They employ expertise

from within the company and offer their insight and knowledge through

engrossing editorial, while simultaneously attracting the attention of those

outside the science/technology sphere. The GE Reports website closely relates to

Bull’s (2012:157-198) evaluation of organisations using their branded websites

as “information hubs” which not only persuade people to engage with the brand

but deepen relationships through content tailored to a niche audience.

Chevron’s reputation is very much stained by what it does and what

others say about it. Although it makes a valiant effort to communicate directly

with its stakeholders and create some understanding of its practices, it is

deceptive in the way it does so. When one considers the definition of propaganda

as “information, especially of a biased or misleading nature used to promote a

cause or point of view” (OED, 2012:576), it is perhaps not unjustified to label the

Richmond Standard as such.

5.1 Interviews with industry experts

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As previously noted, industry experts were then interviewed to gain a more

detailed overview of the key ideas that were unearthed in both the literature

review and case study analysis. It was important to contact notable figures

unearthed from the case studies as well as experts relating to branded content

and social/digital media. A synopsis of the responses is given below (full

transcripts/questions see appendix 6).

1. Why do you think brands are choosing to bypass traditional media and

instead create their own editorial content?

Cramer sees brand journalism as a ‘natural extension’ of social media, allowing

PR people to ‘at least try to control’ the messages they put out. She explains,

‘brands and celebrities no longer need magazines and newspapers to tell their

stories, because they can do it themselves via Twitter.’ Bull agrees, arguing that

‘publishers/broadcasters were the gatekeepers between brands and the public.’

Now with online and social media, brands ‘talk to that audience directly.’ Brotzel

sees ‘brand affinity’ and creating ‘positive sentiment’ as the driving factor, while

giving brand a chance to be part of the consumer ‘research process’ by providing

‘answers to people’s questions.’ He says that:

‘Businesses sit on lots of expertise - brand journalism helps to unlock that

knowledge; and businesses today often have deeper pockets than

traditional media players.’

Aldax meanwhile disagrees with the term ‘bypass.’ He explains that

Chevron’s PR team still ‘pitch a variety of story ideas to traditional media outlets’

and such coverage is seen as a ‘significant victory’ still. However, he argues that

‘traditional news publications no longer having the bandwidth to cover most of

those stories’ Chevron pitch to the media. Brand journalism presented a ‘new

way for Chevron to communicate more directly with the community it has called

a neighbor for more than a century.’ He uses the analogy of USA Water Polo,

explaining that the mainstream media is preoccupied with other sports and so

fails to it. However, using brand journalism, they cover events outside the

mainstream interest with video and daily news coverage to their following

online.

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Dunning indicates that audience attention means brands need present in

more places to ‘maintain conversation’ and stay ‘credible.’ He says that, because

content is their product, publishers are struggling to make money as the internet

means anyone with ‘the quality, budget and ambition’ can rival them. He also

added that Generation Z don’t really recognise the difference between branded

content and that produced by a magazine – ‘the first place they see it is on social.’

Waddington says it is because the opportunity is available to them to ‘create

their own forms of media and build direct relationships’ rather than

‘disintermediated relationships’ through traditional media. He also says, ‘media

is just so fragmented and spread so thin… getting the attention of traditional

journalists is much harder than it used to be.’ ‘There’s just huge opportunity here

and that’s quite powerful,’ he explains.

2. In your opinion, what is the main benefit of brand journalism and

corporations assuming the role of publishing houses?

For Bull, ‘it’s being able to engage with an audience directly, to gain a far clearer

understanding of them, their wants, needs and interests, and to engage with

them on a personal level.’ Ultimately, creating a ‘much richer relationship.’

Control over your message was the prevailing reason pointed out by the opinion

leaders, with Cramer viewing this control as the driving benefit. Brotzel

explained that brands can ‘promote themselves as generous providers of

valuable information that has a chance of predisposing users to engage with

them.’

Aldax sees ‘being part of the public dialogue’ as a big benefit, ‘having a

voice and reaching people who care about what you have to say, whether they

like what you have to say or not.’ He says that brand journalism ‘has been an

invaluable communications vehicle’ for Chevron. Waddington also argues that

‘it’s the opportunity to develop a direct relationship with a public, with an

audience.’ For him being able to utilise the ability to use the ‘direct and first

person voice [of a brand] is incredibly powerful.’ He continues:

‘The ones that do it successfully are the ones that do it authentically and

without spin. They tend to be in a first person reportage voice without hype

36

or hyperbole. People want authenticity from branded journalism –if they

don’t get that they just switch off.’

For Dunning brands journalism is helping to ‘shore up the future of high-quality

special interest journalism.’ Through working with people with ‘impressive

media pedigree’ he says Red Bull has the right to call itself a ‘21st century media

business.’

3. Is brand journalism reserved for a specific type/size of company? How do

you think smaller organisations develop their own brand journalism?

While ‘good journalism is generally expensive and time-consuming to produce,’

Bull notes that regardless of resources effective brand journalism uses

‘journalistic instinct and understanding of an audience to present them with

material that they will find valuable.’ Cramer similarly argues that brand

journalism is not reserved for a specific size or type of company. However, she

explains:

‘It won't be a fit for every brand, but if brand journalism is right for you, all

you need to get started is one person who can write a good story, and engage

with your audience through your owned channels--like social media’

Aldax explains that ‘the beauty of the Internet is you don’t need to be a large

news organization to have a voice.’ While ‘it does take a reasonable number of

people depending on the scale,’ Waddington also disagrees that brand journalism

is reserved for a specific size of company. ‘It can also be just as simple as one

person- an in-house journalist producing copy for a website or a blog,’ he says.

Brotzel puts forth the example of ‘The Fence Post’ when he notes that brands can

be successful ‘just by talking in an interesting and useful way about what is

knows about.’

4. A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested

that business is now a more trusted institution than the media. How could

37

this difference in trust impact traditional media relations in the PR

profession?

Bull explains that this means brands must communicate directly with their

audience, tilting the balance away from using traditional media to get a message

across. He notes:

‘What is crucial is that the brand journalism has all the traits of good,

objective journalism, and that it keeps well away from the sort of puffy,

promotional, hype that has undermined the value of traditional PR.’

Cramer, meanwhile, sees these surveys and statistics as ‘baffling,’ pointing to

scandals in the automotive industry. While she thinks that ‘premium publishers’

will always have the upper hand, the ways in which PR people earn coverage for

a client will change. These ‘things might come as the result of a well-executed

social media and content marketing effort,’ rather than a press release. She

continues:

‘The real change is in marketing budgets. PR people want your attention, but

their colleagues in the marketing departments are less willing to pay for

advertising and support the media they still need.’

‘A greater multiplicity of voices that has provided alternatives to mainstream

media may be helping to inform readers about bias,’ Aldax explains. From an

audience-brand trust perspective, he says that ‘transparency has become the

new objectivity.’ Referencing a study commissioned by Chevron, which showed

that readers are both aware the Richmond Standard is ‘Chevron-sponsored’ and

that ‘they also don’t mind,’ he says that ‘readers appreciate [it] as an alternative

perspective on local issues.’

Waddington see it as part of a ‘continuum.’ Despite media relations

creating mediated relationships it is still an important part of creating influence.

He refers an area of PR called ‘influencer relations,’ arguing that ‘brands have

recognised that they can be influencers by creating all sort of content.’ Through

brand journalism and publishing content, the brand becomes an influencer

similar to those ‘paid and earned influencers on… Instagram, Facebook and

blogs.’

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5. Do commercial motives and vested interests mean that brand journalism

will never truly be journalism? What do you think are the ethical concerns?

Bull views traditional publishers as brands. He explains ‘Murdoch is a brand, the

Daily Mail is a brand. Those brands embody a world-view and the news they

produce is imbued with that world view.’ But equally he argues that:

‘Brands may also have a world view (or values, interests, opinions, or biases),

and it is vital that an audience knows which brand is producing the

journalism they are consuming in order that they can assess the validity of

that material.’

Cramer holds the view that ‘if brand journalism is done right, there don't need to

be ethical concerns.’ She says that:

‘Having clear guidelines and former journalists working on creating the

content, helps keep brands from wandering into self-promotion territory

(and will cut through all the marketing jargon, and specious claims we see in

traditional press releases).’

Aldax interestingly points out that he was ‘accused by many colleagues of being a

sell-out for leaving mainstream media to launch the Chevron-sponsored

Richmond Standard.’ Yet he explains:

‘I have been having a far more positive impact with my journalism, partly

because I don’t have to inorganically pine for sensational or gotcha reports to

maintain readers and advertisers.’

Waddington explains ‘brand[s] needs to be open and transparent about how it

publishes its content.’ Like traditional media, ‘the brand still has to earn your

attention.’ If its not ‘open, transparent and authentic… the brand will lose your

respect and attention.’ He continues:

‘Inevitably, because content is published by a brand there isn’t going to be

balanced it is going to be presented from the brand point of view, it won’t be

third party in the way that traditional media are. But I think people will view

content from brands through that lens.’

Brotzel referred to a blog post he had written entitled ‘Editorial Integrity on the

Dark Side,’ noting that post-Leveson legislation applied to websites and online

magazines but not ‘supermarket titles such as Waitrose magazine.’ But

39

nonetheless, he says that much of the production values and editorial standards

of branded journalism are higher than those of the ‘free’ press, and much of the

‘most interesting editorial nowadays is brand owned.’

Dunning explains that all ‘independently owned media’ have ‘vested

interest of an agenda’ – whether political or the ‘choice of ‘juicy’ rather than

important front page stories.’ He continues:

‘In-flight magazines have a vested interest in showing off the airline’s

routes. Does this make them unethical? Maybe; they’re unlikely to focus

on the negative aspects of their destinations. However, they function well

as magazines – BA’s High Life is a good read first, a pamphlet for the

airline second.’

He says that brands will never really own the ‘news journalism’ space, but in the

future there must be ‘more stringent measures in place’ and brand ‘should be

subject to the same standards as a traditional newspaper.’

6. From a corporate perspective, how important is it to be transparent about

who is creating content?

‘If brand journalism is to be successful, it has to be clear where it comes from,’

Bull explains. Cramer say that ‘transparency is important’ but publishers are ‘the

ones who need to worry about the trust of their audience, and who need to be

very clear when content is sponsored.’ ‘Transparency is the name of the game

with brand journalism,’ says Aldax. ‘We proudly state on the front page of the

website and throughout the community that RS is Chevron-sponsored.’ He

continues:

‘In an era of social media and Internet, mainstream media are more often

being called out on their reasons and methods when reporting on stories and

issues… For a brand to be able to effectively join the public dialogue in a

lasting way, it must report not just facts but be clear about motivation.’

7. How important is social media when it comes to brand journalism?

40

Social media is ‘vital’ according to Bull - it ‘is the main channel through which a

brand can engage with its audience. [Brands] must be highly attuned to that

audience, and responsive to it.’ Similarly, Cramer argues that ‘it would be

impossible to understate the importance of social media in brand journalism.’

She notes that

‘In order to reach a wider audience, you are going to need social media.

And that means cultivating an active presence on your chosen channels,

and not just waiting until your blog post is up to share.’

Brotzel also sees it as ‘hugely important’ but notes that email is very underrated.

He explains that brands need to be aware of where their audiences ‘are likely to

live socially’ and then ‘optimise content to give it the best chance of travelling far

socially and so generating earned media for you too.’ Dunning noted that ‘social

media offers brand a pre-engaged audience’ as a result of fans liking and

following, giving them a guaranteed reach for everything they produce.

‘Social media is important in all journalism,’ for Aldax. He says that ‘for

most people these days, social media is the number one way they fetch their

news’ and ‘when it comes to online publishing, the website is no longer more

important than any one social media channel.’ Furthermore, Waddington notes

that ‘brands are building their own forms of social media and networks with

which to share and publish content.’ In this sense he see social media as a

‘channel through which content is published and shared.’

5.2 Conclusion

Having interviewed industry experts and discovered their thoughts and

opinions, several insightful observations were made on the subject of brand

journalism and its role in PR strategy. Key issues unearthed from the interviews

included:

Brand transparency and editorial integrity

Importance of social media as a pre-engaged channel

Authentic and direct communication, rather than fragmented

Removing the traditional ‘gatekeeper’ through disintermediation

Influencer relations: the brand as the ‘influencer’

Unlocking expertise from within an organisation

41

Brand journalism as part of the PR continuum: traditional media relations

still an important part of influence

The majority of responses corresponded with each other, with no real outlier.

Moreover, the responses also supported and expand upon the theoretical

frameworks and debates highlighted in chapter two. A notable uncovering that

all opinion leaders seemed to agree on was the notion brand journalism does not

extensive resource behind it to be successful. Rather, a one person operation

using journalistic instinct, creating value and tailoring their content for a brand’s

audience is all that is required even for the smallest of organisations as a result

of the internet.

6.1 Quantitative survey

The literature review of chapter two unearthed several key issues regarding

public trust in both business and traditional media. It was therefore necessary to

42

test these issues empirically, using a public questionnaire. In collecting such

quantitative primary data, comparisons could be made between academic

literature and subjects raised in the expert interviews. The results of the

questionnaire are presented below (full statistics/data see appendix 7).

Fig.3

The questionnaire received a relatively even split between male and female

participants, meaning there was no gender bias in the final result. Studies have

shown that women are more trustworthy than men (Haselhun et al. 2015),

therefore a gender bias would have likely produced a polluted final result.

43

Fig.4

Millennials made up the vast proportion of respondents. Though it was still

possible to compare the response of each age group to the population average,

the result would not be absolutely credible due to the this inconsistency. A major

factor which would have contributed to this was the fact the survey was done

online. As a result of this bias, it was erroneous to single out trends in one single

age group.

44

Fig.5

This survey was very much Euro-centric in terms of its respondents. The forums

and social media groups the survey was posted to had likely influenced this -

though much effort was made in trying to achieve a wide geographical

population.

45

Fig.6

Those aged between 18 – 29, consumed more social media by roughly 10% than

the overall average and less traditional media by over 5%. However, over 60%

of the sample size was 18 – 29, meaning these conclusions may be somewhat

bias. Those of Asian origin also consumed significantly more social media and

significantly less traditional media than the total average, scoring an average of

7.9 and 2.9 respectively.

46

Fig.7

Paid media remains the least trusted channel by a considerable margin, with

only 4 respondents recording a score in the upper third of the trust scale.

Mirroring the findings of the Edelman’s Trust Barometer (2016), digital and

online media proved to be the most trusted by a considerable majority. Those of

Asian origin were also more trustworthy of each channel than the general survey

population. On average, they scored 5% higher on each form of media. This still

represented a notable vary in level of trust but was not conclusive as

respondents of Asian origin comprised only 9% of the total survey population.

However, one of the most significant findings was the closeness of trust in

traditional and brand owned media. The two channels were identical in both

median and standard deviation and differed by only 0.07 points in the weighted

average.

47

Fig.8

Using the CIPR’s definition of PR as ‘what you do, what you say and what others

say about you’ (CIPR, 2016), this questioned tested which factor was the most

the influential in shaping perception of a brand. 21-29 year olds were influenced

more by what brand does/what others say about it and less by what it says than

the average population, though only by small margin. The physical actions of a

brand unsurprisingly ranked as the most influential, scoring a weighted average

of 68%. Registering a full point below this, what a brand says ranked the least

influential. However it must be noted that this still remained an influential factor,

despite scoring less. It was unearthed in the qualitative interviews that ‘earned’

opinion is still an essential part of influence and understanding and these

statistics certainly prove so.

48

A massive 91% said that business is or sometimes is a reliable and trustworthy

source of information. Despite this, only 25% were certain that businesses could

be trustworthy sources of information. Meaning that there is still some

uncertainty and doubtfulness in business as a source of fact and news. It would

have of beneficial to further segment this question into different industries, to

highlight which people considered more trustworthy.

49

Fig.9

A key part of brand journalism is creating a consumer-brand affinity and this

question tested whether branded content would encourage a consumer to return

to the brand. Indeed, 97% agreed that they would or would maybe feel

incentivised to return to a brand if it published content which appealed to them

online. This has confirmed that by publishing audience specific content, brands

give their audience a reason to return to them.

50

Fig.10

‘I trust companies to tell the truth’ recorded the highest standard deviation at

1.16, meaning responses had the greatest amount of spread. This statement was

also the most opposed, with 43% stating they either ‘disagreed’ or ‘somewhat

disagreed.’ With the lowest measured standard deviation, the statement which

respondents most strongly agreed with was: ‘Brands which publish articles and

videos online are more engaging.’ Closely followed by ‘I am sceptical of mass

media’ – which subsequently no participant solely ‘disagreed’ with. An

important influence of product/service purchase still proved to be third party

earned opinion, with 79% stating that they ‘agreed’ or ‘somewhat agreed.’

Statement four also proved that consumers recognise a difference in what

company says and what it actually does. Similarly, over 70% either agreed or

somewhat agreed that what a brands says will affect their interaction with it.

51

Fig.11

Fig.12

With just under 67.16% of respondents agreeing that their trust in traditional

media has decreased over the last five years, these results confirmed the theories

of several academics noted in the literature review. Moreover, it also reinforced

conclusions made in the Edelman’s Trust Barometer (2016), in that the general

public has lost confidence in traditional media as a trustworthy source of news

and information over the past five year. Interestingly, twelve people noted an

increase in trust. If this questionnaire were to be repeated, it would have been of

interest to combine this question with qualitative data to ascertain how and why

this increase had occurred.

52

Fig.13

As expected, brand journalism remains a very much unknown activity to the

general public. 85% were either not aware or unsure of brand journalism.

However, the chances of this 85% having encounter branded content either

online or in print is extremely likely. Despite opinion leaders all agreeing that

content must be labeled and brands transparent that the content is theirs, it is

likely branded content would gone unnoticed these participant.

53

Fig.14

Only 13 people responded to the final question asking for those aware of brand

journalism to give an example, with only 6 of these respondents giving actual

examples of brand journalism. Further highlighting that the average consumer is

neither aware nor knowledgeable of brand journalism. However,

acknowledgment of brand journalism in the third sector provided something to

be considered if future research was to be carried out. Most interestingly, one

respondent noted that they ‘tend to avoid content that [they] know is corporate

sponsored.’ This feeling of suspicion and lack of trust that surrounds branded

media is perhaps the biggest hurdle businesses need to overcome.

54

6.2 Conclusion

This questionnaire cemented speculations over deteriorating public trust in

traditional media. An overwhelming amount of respondents noted a decrease in

their confidence in media as a trustworthy institution over the past five years.

With events such as the Leveson inquiry, it is perhaps not hard to understand

this sentiment. This decline in trust is of great significance to brands that, as a

reaction, are publishing transparent and engaging editorial content online.

Moreover, while respondents remained very much skeptical of brands as

credible sources of news, brand owned and traditional media were considered to

be virtually identical in terms of trust. However, earned opinion still remains a

highly influential drive for consumers, shaping their perceptions and

interactions with a brand. Limitations were very much apparent in this survey,

primarily due to the large number of European and 21-29 year old respondents.

This was likely influenced by that fact the survey was conducted online and

posted in primarily European-centric forums and social media spaces. To make

more meaningful cross tabulations and comparisons it would be useful to aim for

a more representative sample population.

There is a definite thirst among consumers for engaging and bespoke

content, as evidenced by this survey. However, the public remains very much

wary of business and is somewhat unsettled on whether or not it can be a

trustworthy source of news and information.

55

7.1 Conclusions

This study aimed to understand the reasons behind why brands are turning to a

reliance on owned as opposed to earned media in their PR strategies to assert

their reputation and influence their publics, as well as analyse the ways they

employ branded content to communicate. In doing so it has provided a strong

case for brands of all sizes to re-think their owned media strategy and publish

compelling, audience specific editorial content to their online platforms.

Brand journalism must be part of a continuum if it is to be successful. Web

2.0 had reduced the intermediaries between brands and consumers; if brands

truly want to engage their publics, they must communicate with them directly -

not through a media middleman. However, earned media still remains an

essential part of reputation management and influence and, despite the

disintegration of traditional media, its value must not be overlooked.

In the age of media snackers, shortening attention spans and with a

greater multiplicity of online voices present than ever before, interdisciplinary

communication is key. Brand journalism presents a momentous opportunity for

brands to cut through the noise, using their own voice to communicate directly

and authentically. However, brands must adhere to the same, perhaps even

stricter, guidelines as traditional media in order to remain both transparent and

ethical. Moreover, social media is vital to brand journalism, as it is for all

journalism. Socially fueled content produces brand advocates and incentivises

consumers to return to a brand by giving added value.

The public is hungry for engaging and authentic multimedia content, with

their appetites starved by the absence of high quality special interest journalism.

Dwindling resource and falling numbers of journalists in the media has opened

the door for brands to cement themselves as vendors of branded content in

conjunction to their everyday business. Business can harness the public’s

increasing confidence in it as a trustworthy purveyor of information, by using

transparent and honest brand journalism to further appease public reservation

and wariness. If brands truly want to differentiate themselves and remain valid

to consumers, they must undertake authentic engagement via brand journalism.

56

7.2 Recommendations

Dave Samson (2016), General Manager of Public Affair at Chevron, recently

stated in an interview that PR people of tomorrow “need to acquire news skills

that augment and build on the skills that have historically been important to our

business.” While there will always be a place for quality news journalism, PR

must take heed of the changing media landscape and prove its worth. The

modern PR practitioner must adopt a journalistic mindset to communicate

directly, authentically and transparently with their publics in order to be heard

through the noise. Brand journalists will likely be the future of online content,

creating editorial that fills in the gaps left behind by the ever-thinning media.

In a feature for PR Week, “next generation comms leaders” predicted the

future of PR practice. Elizabeth Mercer of FleishmanHillard stated that “PRs will

produce more content than journalists” in the future (Harrington, 2015).

Similarly, Jessie Bland, content strategist at WE, predicted that “as brands further

establish themselves as content engines, owned… will become just as – if not

more – important than earned content” (Harrington, 2015). This study has

demonstrated that in order to survive in the ever evolving media landscape, PR

is finding new ways to communicate and influence. Media disintermediation is,

as Waddington (2015) explains, giving new ways for PR practitioners to assert

their value and, as a result, PR practitioners must acquire fresh skills in order to

prove their worth.

57

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Appendix 1.In an attempt to map the complex web of influence, Sheldrake notes the following:

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1. Our organization’s influence with stakeholders 2. Our stakeholders’ influence with each other with respect to us 3. Our stakeholders’ influence with our organization4. Our competitors’ influence with stakeholders 5. Stakeholders’ influence with each other with respect to our competitors 6. Stakeholders’ influence with our competitors

Appendix 2.New York Times Consumer Insight (2011) – Social personas:

Altruists – those who share helpful/thoughtful content for the benefit of others (helpful, reliable, e-mail, thoughtful, connected)

Careerists - those who value intelligent and valuable content in relation to their line of work (Linkedin, valuable, intelligent, network

Hipsters - those who are creative and share cutting edge content which reinforces their identity (less likely to email, cutting edge, creative, identity, young, popular)

Boomerangs – those who share content with the aim of getting a reaction to achieve a sense of empowerment or validation (reaction, validation, empowered, Twitter, Facebook)

Connectors – those who bring people together through sharing content, may result in social plans being made as a result (creative, relaxed , thoughtful, making plans, email, Facebook)

Selectives - those who resourcefully share informative and thoughtful content (resourceful, careful, thoughtful, informative, e-mail)

Appendix 3.Case studies:

Red Bull – The Red Bulletin

Red Bull is the world’s best selling energy drink company and the brand is

become synonymous with high-octane extreme sports. The Red Bulletin

magazine, which is available in print, digital and app form, is an ‘international

men's active style magazine feature[ing] breath-taking stories beyond the

ordinary - about action, sports, adventure, art and music’ (redbulletin.com).

General Electrics – GE Reports

General Electric (GE) is ranked as the tenth most valuable brand the world,

according to Forbes (2016), operating in numerous industries including power,

aviation and healthcare. Available online only, GE Reports is the corporation’s

news site based on providing daily content on topics that are loosely tied to the

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company’s business strategy. GE Reports is the corporation’s news site based on

providing daily content on topics that are loosely tied to the company’s business

strategy. Moreover, despite being a business-to-business (B2B) organisation, GE

Reports’ primary audience exists outside the corporate sphere to encompass a

much wider range of publics.

Chevron – Richmond Standard

Chevron is a multinational energy corporation, operating primarily in the oil, gas

and geothermal sectors. Described by its editor as an online ‘community

newspaper and hyper-local neighbourhood blog’ (Bradley, 2014), the Richmond

Standard provides the Richmond, California area with local news and

information. The global energy corporation, is ranked as one of the biggest

companies in the world, having been positioned at twenty-eighth in the Forbes

2000 list (Forbes, 2016). Primarily concerned with the oil and gas industry,

Appendix 4.

Name Organisation Relevance Interview method Date of interview

Steven Waddington

Ketchum, Newcastle University

Social media expert, ‘Brand Anarchy’ dealt with the changing media landscape

Questions sent by email and responses recorded

12/8/16

Andy Bull N/A Brand journalism expert and author of the only book solely dedicated to the subject that currently exists

Email 1/8/16

Theresa Cramer

Econtent Content marketing expert and author of ‘Inside Content Marketing’, Editor of trade magazine Econtent

Email 2/8/16

Mike Aldax Chevron, Singer Associates

Previously journalist in California, turned PR manager (sign of changing media), inside knowledge of Richmond Standard and Chevron

Email 6/8/16

Dan Brotzel Sticky Content (Part of the

Content marketing expert, Sticky Content

Email 15/8/16

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press association), Econsultancy

are a content focused PR/marketing agency who create ‘content that’s worth finding, sharing or acting on’

JJ Dunning Editor-in-Chief Red Bulletin UK and redbull.com

Formerly editor of The Fly magazine, Britain's most widely-distributed music monthly. Freelance writer who has contributed to NME, Q, The Guardian, ShortList.com. Forward-thinking editor and writer with multi-platform and brand-management experience.

Email 22/8/16

Appendix 5.Singers, Associates, Inc. is a leading public relations, public affairs, corporate and

crisis communications agency’ (singersf.com 2016). What others say about it:

“That aggressive strategy (against the plaintiffs) has worked wonders, putting

Chevron’s opponents on the defensive and convincing many people that the

Ecuador suit is a sham. And you can trace much of that strategy back to a memo

by San Francisco’s master of crisis communications, Sam Singer.” – San

Francisco Chronicle

“The premier mouthpieces and spin doctors for companies doing business in San

Francisco”— San Francisco Chronicle

“Singer’s nickname—‘The Fixer’—says it all. If your reputation, fortune or

political future is at stake, this is the agency you call to convince the public, the

politicians or the judge that you’re in the right. That’s why BART, the 49ers, Levi

Strauss and the Lennar Corporation have hired Singer Associates.” – San

Francisco’s 7X7 Magazine

Appendix 6.

Theresa Cramer

1.     The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do

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you think brands are choosing to bypass traditional media and instead create their own editorial content?This is, at least partially, a response to the overall change in media. Social media has changed the way we find and consume our news--and, by extension, our advertising and PR. Brands and celebrities no longer need magazines and newspapers to tell their stories, because they can do it themselves via Twitter. The natural extension of this was a move away from traditional PR and toward brand journalism and content marketing.Let's face it, PR people have been wishing for more control over the message they put out into the press, and creating their own editorial content gives them exactly that. They no longer have to wonder how a journalist might assemble a story about their client... they can at least try to control the entire message through social media, blog posts, etc. 

2.     In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?Telling your own story allows you to control your message, but I'm not sure every company can or should "assume the role of publishing houses." Like it or not, publishers still have wider audiences than individual brands, and you're probably still going to count on them for distribution at some stage of the game. That may just mean you need them to pick up on the story and run with it--but it can also mean that you work with publishers and their content studios from the beginning to craft your story.

3.     To be able create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a specific type/size of company?  How do you think smaller organisations develop their own brand journalism?No, it's not reserved for companies of specific sizes or types. Certainly it won't be a fit for every brand, but if brand journalism is right for you, all you need to get started is one person who can write a good story, and engage with your audience through your owned channels--like social media. However, if a small company wants to scale up those efforts, they will need outside help. That may mean working with an agency, or going straight to a publisher with a content studio. 

4.     A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?I find these statistics baffling, and I always wonder who out there actually trusts a brand to be more objective about their products than the press that covers them. (All the drama around automotive recalls over the past few years seems like a good reason not to implicitly trust brands.) That being said, it seems to be the trend these days. I honestly don't know how this will impact media relations and PR. I think premium publishers will probably continue to still have the upper hand. If your client is a pop star, you still want to score that client a Rolling Stone cover. And if your client is a tech start-up, you probably want to score them a Wall Street Journal or Wired article. But those things might come as the result of a well-executed social media and content marketing effort. 

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Frankly, as the editor of a trade magazine, I still have plenty of PR people pitching me stories and hoping I will interview their clients. The real change is in marketing budgets. PR people want your attention, but their colleagues in the marketing departments are less willing to pay for advertising and support the media they still need.

5.     Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?We all know the news and publishing industry has been struggling for a while. Any time I hear someone complain about sponsored content, I want to ask them how many digital subscriptions they've bought to their favorite sites. I want to ask them how many ads they click on to support those sites. If you're not willing to support the media in those ways, then you have no right to complain when they find new revenue streams.If brand journalism is done right, there don't need to be ethical concerns. You need to be transparent, and you need to remember that the goal is to deliver value for the audience--not to shamelessly promote products or services. In many ways, I think content studios at publishers are the best way to make sure sponsored content and brand journalism maintains these ideals. Having clear guidelines and former journalists working on creating the content, helps keep brands from wandering into self-promotion territory (and will cut through all the marketing jargon, and specious claims we see is traditional press releases). And as long as publishers are clearly marking their sponsored content--and setting boundaries and guidelines for each client--there doesn't need to be any  6.     From a corporate perspective, how important is it to be transparent about who is creating content?I'm not sure if you're asking about the corporate perspective of brands, or corporate perspective of publishers here... For brands, transparency is important, but if you're posting on your blog, or your social media channels, it's pretty obvious who created the content. (Or at least it should be to anyone who understands how the internet works.) It's publishers who really stand to suffer from problems with transparency. They are the ones who need to worry about the trust of their audience, and who need  to be very clear when content is sponsored. When your editorial integrity is at stake, you cannot afford to take chances--especially when readers are already saying they trust brands more than the media. 

7.     How important is social media when it comes to brand journalism?It would be impossible to understate the importance of social media in brand journalism. If you aren't working with media outlets to get your message out, your only real alternative is social media. You can write a great blog post, but the only regular visitors to your corporate blog are probably existing customers (and probably pretty few of those), and employees, and the reporters covering your industry. In order to reach a wider audience, you are going to need social media.

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And that means cultivating an active presence on your chosen channels, and not just waiting until your blog post is up to share. 

Andy Bull

1.     The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do you think brands are choosing to bypass traditional media and instead create their own editorial content?A: Because they can. Until the advent of online journalism, publishers/broadcasters were the gatekeepers between brands and the public. They controlled the means of publication and broadcast. Now anyone has direct access to the public, via websites and social media, and can direct their message directly to them. Now, brands do not have to seek to interest journalists in their message by persuading them that it is of interest to the journalist's audience. Instead, they talk to that audience directly.

2.     In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?A: It's being able to engage with an audience directly, to gain a far clearer understanding of them, their wants needs and interests, and to engage with them on a personal level. A much richer relationship can be built up, as long as the brand treats the audience with respect and genuinely helps, guides, informs or entertains them in a way that they appreciate. 3.     To be able create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a specific type/size of company?  How do you think smaller organisations develop their own brand journalism?A: A brand journalism operation can be as big or small as the brand that funds it. Good journalism is generally expensive and time-consuming to produce, but a one-person brand journalism operation can be as effective as a very large one, as long as the quality and relevance of what is produced is high. Additionally, it is getting easier to produce journalistic content all the time. Live video, which has really hit the mainstream with Facebook's entry into the field, is quick and easy. Curation, also, offers a way to put useful content before an audience without having to originate that content. It's effectiveness depends not on having a substantial team producing material, but on one or more individuals who are using their journalistic instinct and understanding of an audience to present them with material that they will find valuable.

4.     A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?A: I think it tilts the balance away from seeking to use traditional media to get a message across and towards brands getting that message across directly.

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What is crucial is that the brand journalism has all the traits of good, objective journalism, and that it keeps well away from the sort of puffy, promotional, hype that has undermined the value of traditional PR.

5.     Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?A: It's worth stating first that traditional publishers are also brands. Murdoch is a brand, the Daily Mail is a brand. Those brands embody a world-view (or values, interests, opinions, or biases if you like), and the news they produce is imbued with that world view.While much traditional journalism is independent, objective and balanced, anyone consuming it needs to bear in mind the world-view of the organisation producing it.Brands may also have a world view (or values, interests, opinions, or biases), and it is vital that an audience knows which brand is producing the journalism they are consuming in order that they can assess the validity of that material.I'm not sure that many publishers are inherently any more independent and unbiased than many brands.But, crucially, I'm not saying that brand journalism can take the place of high quality independent, objective and balanced journalism. it can't. We still very much need independent journalism, and we have to hope that enough people will be prepared to pay for it (or that it is otherwise funded) so that it survives.

6.     From a corporate perspective, how important is it to be transparent about who is creating content?A: It's vital. The modern audience is sceptical, well informed and can readily check the validity of any statement that is presented to them as fact. If brand journalism is to be successful, it has to be clear where it comes from.

7.     How important is social media when it comes to brand journalism?A Also vital. Social media is the main channel through which a brand can engage with its audience. It must be highly attuned to that audience, and responsive to it. There must be a meaningful conversation between the brand and all those who choose to engage with it.

Mike Aldax

1. The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do you think brands are choosing to bypass traditional media and instead create their own editorial content?

With respect, I think “bypass” is the wrong term. Chevron Richmond has a PR team that continues to pitch a variety of story ideas to traditional media outlets, and I imagine they call it a significant victory to receive coverage. But with

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traditional news publications no longer having the bandwidth to cover most of those stories, or when they don’t consider them newsworthy, companies and brands can now tell them in other forums, like their own websites or social media. Another example is, say, USA Water Polo. Mainstream media is too busy covering baseball, football and basketball to give air time to water polo. But, as a water polo enthusiast, I am lucky to have access to USA Water Polo’s news website and social media channels. It is amazing to me that 10 years ago I would only be able to watch water polo on TV when the Olympics came around, and usually at 2 a.m. Today, I can watch a high school game as it is taking place on Facebook live. Mainstream media rarely mentioned my nationally-significant water polo community. But today, due to brand journalism, I have more access to water polo news than when I played the sport in college. It’s wonderful for the sport and people who love it.The Richmond Standard was an idea in the making for about a decade between Singer Associates and the Chevron team. Richmond had no dedicated newspaper for three decades, and the regional news organizations that sporadically covered the city focused primarily on negative topics, particularly crime.  Richmond had developed a negative reputation as a crime haven, a place you’d want to avoid in the otherwise gorgeous, cosmopolitan Bay Area. But anyone living here knows differently. They know they have a great city, a little-known gem with tons of coast, nature, history, great weather and wonderful people, and they have great pride being from here. Chevron works with many nonprofits and other community organizations on all sorts of initiatives, from education to career training. Understandably, the local mainstream media, particularly those not located or specializing in coverage of Richmond, can’t possibly have the bandwidth to cover them all. Many of the community organizations Chevron works with had also expressed a desire for a forum where they could promote the many good things they’re doing. A place where events and resources could be both promoted and documented.Also important was offering a new way for Chevron to communicate more directly with the community it has called a neighbor for more than a century. Before the Richmond Standard was launched, much of the news coverage in the city came from a news reporter with the Contra Costa Times who had also created an online news blog run by UC Berkeley grad students. The reports from the newspaper and Berkeley blog were collectively slanted in favor of an emerging Green Party group in the city whose aims include shutting down the Refinery. That Green Party group, called the Richmond Progressive Alliance, not only had a receptive reporter at the local newspaper, but also produced its own Spanish-language newspaper called La Voz to report on its party values, along with online newsletters and social media channels. The reports were not only biased against Chevron, they often included inaccuracies. At times, it seemed people who had never stepped in a Refinery were dictating to the public what happens inside one. So another motivation for the Richmond Standard was to provide a voice for Chevron on these issues. The public can hear what’s going on straight from the mouths of Chevron’s petrochemical engineers. The Richmond Standard has a section called “Chevron Speaks,” a place where the company talks directly to the community. This segment includes statements by the company, features about employees and Refinery practices and technologies, and, when needed, statements correcting inaccurate reports about the company.

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To be fair, in the nearly three years since the Richmond Standard has existed, I believe we’ve only published one statement calling out inaccuracies by other media. Maybe two.

2. In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?I think “main benefit” is difficult to assume. I imagine it can vary, but being part of the public dialogue is a big one. Having a voice and reaching people who care about what you have to say, whether they like what you have to say or not. For Chevron, the Richmond Standard has been an invaluable communications vehicle allowing the company to more widely promote programs it believes in and supports, while also providing that same value to local nonprofits and other community organizations and businesses seeking an alternative place where they can share what’s happening in the Richmond area.

3. To be able create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a specific type/size of company?  How do you think smaller organisations develop their own brand journalism?Yes, I do think smaller organizations can develop their own versions, as I don’t think an in-house newsroom necessarily requires substantial resources. It depends on the topic and size or nature of the audience, I suppose. USA Water Polo does a very nice job with video and daily news coverage, but honestly I would follow them if they only had an article or two per week. They’re the only ones I know covering the sport extensively. The beauty of the Internet is you don’t need to be a large news organization to have a voice. The Richmond Standard essentially has a staff of one: me. Particularly when it comes to content. I write nearly all posts (Chevron Speaks pieces are written by Chevron staff), snap photos, take my own video, edit them into brief news video shorts (still learning this skill, however). I try to average about 5 stories per day, many brief and to the point. I have no office and work out of my car, cafes and the Target in Richmond.(I do, however, benefit from a Singer Associates staff that includes former veteran journalists who can help edit complex stories when needed, cover when I’m on vacation, and also help with social media marketing.)I was inspired to take on this position while I was a reporter at the San Francisco Examiner. While reporting in SF, I observed a lot of these one-person hyper-local news blogs that were popping up in various city neighborhoods. Often they were run by tech-sector workers as a hobby. They loved their neighborhoods and enjoyed documenting what happened in the surrounding blocks. They had no advertising constraints, no editorial board setting agendas for coverage, so they wrote about anything and everything, the fluff along with the newsworthy. The blogs that continually posted accurate, useful information (such as breaking news or event announcements you may not see in mainstream media) attracted large audiences and sometimes hundreds of comments to a post. They also attracted attention from mainstream news outlets. I envied what they were doing (I thought a lot of the content was more useful than some of the Gotcha headlines I had been tasked with discovering at the SF Ex), and that has essentially been my situation in Richmond.

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I was accused by many colleagues of being a sellout for leaving mainstream media to launch the Chevron-sponsored Richmond Standard. And yet, I have been having a far more positive impact with my journalism, partly because I don’t have to inorganically pine for sensational or Gotcha reports to maintain readers and advertisers. I don’t care if it’s a school car wash fundraiser or lost dog. No story is too small for a hyper-local publication, and that’s fun and impactful.  Most of my news comes from tips from the community. They write in all the time from various channels: email, social media, website comments.One time I was on vacation in Disneyland and a community member requested that I post a GoFundMe.com fundraiser for a beloved local high school teacher who was diagnosed with terminal cancer. It was terrible news and I wanted to help, so I fetched my laptop and quickly wrote up a story about the diagnosis and fundraiser in one of Disney’s hotel lobbies. I didn’t need to check with our editor or editorial board about whether it would fit into the editorial calendar, or if it was a certain amount of inches or would be placed in one section or another. In the Richmond Standard, all hyper-local news stories, big and small, receive the same size headline and placement. That evening, right before the World of Colors show, I checked my report on the teacher’s illness. It had received hundreds of Facebook shares and likes (this was before you could express sadness on Facebook). Even better, I looked at the fundraiser, and in just 9 or so hours it has risen by about $20,000. I felt incredibly moved by that. Obviously this is something that can be done and has been done at the mainstream level. But in my current position, no if ands or buts, that type of story is approved every time.

4. A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?Well, my personal opinion is that in many ways, transparency has become the new objectivity. A greater multiplicity of voices that has provided alternatives to mainstream media may be helping to inform readers about bias. Whatever the reason, I think a main component of the Richmond Standard’s success has been transparency (aside from reporting accurately). We proudly state on the front page of the website and throughout the community that RS is Chevron-sponsored. At the time of the website’s launch, I attended pretty much every neighborhood council to state that readers looking for critical reports about Chevron should not read the Richmond Standard; I told them visit the dozens of other publications acting as the company’s watchdog. In fact, a recent survey we commissioned showed that we have not only successfully made readers aware we are Chevron-sponsored, but that they also don’t mind. I believe and have heard that readers appreciate the Richmond Standard as an alternative perspective on local issues.

5. Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?

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As stated above, I think transparency is the name of the game with brand journalism. It’s been the key to our success. In an era of social media and Internet, mainstream media are more often being called out on their reasons and methods when reporting on stories and issues. Interpretations of facts are often called into question.  For a brand to be able to effectively join the public dialogue in a lasting way, it must report not just facts but be clear about motivation. If your motivation is to provide an alternative perspective from mainstream media, than say so and do so. If you’re trying to counter reports that your product doesn’t work, than come out and say it: “We produce this product. We’re going to show you why they’re wrong.”

6. From a corporate perspective, how important is it to be transparent about who is creating content?Believe I’ve answered this.

7. How important is social media when it comes to brand journalism?Social media is important in all journalism. For most people these days, social media is the number one way they fetch their news. Also, from the perspective of any outlet in its infancy, social media can be used to attract loyalty to your brand. Perhaps they like your posts enough that they will begin to follow your website along with your various social media channels. But quite honestly when it comes to online publishing, the website is no longer more important than any one social media channel. Different groups of people use a wide variety of forums, so if you are trying to reach a diverse audience it is probably best to send your information through a diverse array of channels. Here

Steven Waddington

Pre question comments: So, you’re talking about brand journalism. You’re exploring a really interesting area because as media fragments brands have spotted the opportunity to create their own forms of media using digital and social networks - so a really good area to explore.

1. The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do you think brands are choosing to bypass traditional media and instead create their own editorial content?

Two reason for this - basically because they can. They have an opportunity through apps and through content on websites to create their own forms of media and build direct relationships – not disinter-mediated relationships – but direct relationships with publics. Through things like blogs, communities and opinion content written on websites. They also have the opportunity through social through things like Linked in it become very popular for execs to publish their own content. And other platforms such as Medium and blogs that enable you to create content and build direct relationships levels on a personal level. There’s just huge opportunity her and that’s quite powerful. The second one is media is just so fragmented and spread so thing. So getting the attention of traditional journalists is much harder than it used to be. So two reasons:

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opportunity, potential for direct engagement and the second fragmentations in media makes it much harder to work with media.

2. In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?

It’s the opportunity to develop a direct relationship with a public, with an audience. Whether than be a customer or an employee, and to do than in a very authentic and transparent way. That direct and first person voice is incredibly powerful. The ones that do it successfully are the ones that do it authentically and without spin. They tend to be in a first person reportage voice without hype or hyperbole. People want authenticity from branded journalism –if they don’t get that they just switch off.

3. To be able create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a specific type/size of company?  How do you think smaller organisations develop their own brand journalism?

I’d say no it doesn’t. Yes to run a media operation, a journalist operation, to run a newsroom potentially it does take a reasonable number of people depending on the scale. Lots of organisations do have very signage resource behind them. But it can also be just as simple as one person- an in-house journalist producing copy for a website or a blog. So I’d argue that actually no it doesn’t require a substantial amount of resources. For every single market you want to think about there are examples of branded newsrooms and branded forms of journalism, just go and look on the web. Its happening on in every sector from customer facing organisations right the way through to B2B, from public sector organisations right the way through to third sector and charities.

4. A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?

No I think its part of a continuum. I wrote a paper on this for the World PR Forum in 2014. I argue that there’s a continuum, where media relations provides an opportunity for developing a relationship, a disintermediated relationship, THROUGH THE media. As media fragments and influences are imaging from every other form of digital and social media, you’ve got this area called influencer relations. Now they’re paid and earned influencers on everything from Instagram, Facebook and blogs. Brands have recognised that they can be influencers by creating all sort of content so I’d say branded journalism is just a form of influencer relations, where the brand or the organisation becomes the influencer. And then you know that can develop and the evolution of that is community where you are publishing content and engaging with publics in a two way relationship. And the fifth thing in that continuum is social business, where every aspect of a business come truly social. Look up that blog post though.

5. Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial

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motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?

I’d say a brand needs to be open and transparent about how it publishes its content. If you’re visiting a domain, or a branded website, or an app you very clearly know what the relationship is between you and the organisation that is publishing an sharing content. You know the brand still has to earn your attention in the way that any other form of media has to earn your attention. One of the key tenants of that is that it is open, transparent and authentic. If its not you’re going to go elsewhere and the brand will lose you respect and attention. That is an issue that the brand has to deal with and if it doesn’t it will very clearly lose your respect and attention. I think the market and the public are able to see through that. Inevitably, because content is published by a brand there isn’t going to be balanced it is going to be presented from the brand point of view, it won’t be third party in the way that traditional media are. But I think people will view content from brands through that lens.

6. From a corporate perspective, how important is it to be transparent about who is creating content?

Did not answer

7. How important is social media when it comes to brand journalism?Two answer to this. There are example on social media, I cited examples of that – when execs from within an organisation publish content on LinkedIn and others forms of social media people wade in and engage with the author. Brands are building their own forms of social emdia and networs with which to share and publish content. So in that sense, social media is a channel through which content is published and shared.

Dan Brotzl

1. The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do you think brands are choosing to bypass traditional media and instead create their own editorial content?

People have often done lots of their research before they even think to interact with a brand. So brand journalism gives brands a chance to be part of that research process, by being there with answers to people’s questions that are of intrinsic editorial value (inspiring, informative, entertaining etc) and so hopefully promoting brand affinity, positive sentiment etc. This is good for search, sales and PR. ‘The media’ is a profoundly more democratic and fragmented place, post-internet. It covers your mate’s facebook or instagram updates and your favourite industry blog as much as it means traditional players like the Beeb or Grazia. Brand journalism gives businesses a way to create and distribute content with a chance of getting them some profile in that ongoing conversationBusinesses sit on lots of expertise - brand journalism helps to unlock that knowledge; and businesses today often have deeper pockets than traditional media players – a comparison site like comparethemarket has loads more journos than a typical consumer mag, for example

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2.          In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?To promote themselves as generous providers of valuable information that has a chance of predisposing users to engage with them

3.     To be able create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a specific type/size of company?  How do you think smaller organisations develop their own brand journalism?It’s just a question of cutting your cloth. The Fence Post is a great example of a business doing content marketing on limited resources – just by talking in an interesting and useful way about what it knows about

3.          A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?Not sure I’m best qualified to answer this one!

5.     Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?See attached draft of a blog post for the CMA, which covers this ground (feel free to quote it – the CMA seem to have taken their old blog posts down)

Blog for CMA by Dan BrotzelTitle Editorial integrity on the dark sideCopybody Last month, Paul Keers’ blog post, Are our ‘supermarket titles’ part of the press?, <insert link to post> drew attention to the invidious status accorded custom magazines – and by extension, much of content marketing – by the Government’s proposed new press regulator. The remit of the post-Leveson legislation is likely to extend to websites such as the Huffington Post and Holy Moly, as well as to ‘gossip and lifestyle magazines such as Heat and Marie Claire’, according to the Department of Culture, Media and Sport (DCMS) – but not to ‘bloggers, news aggregators and Twitter users’… or ‘supermarket titles such as Waitrose magazine’.

This dismissive exclusion of ‘supermarket titles’ – the many anomalies of which position the blog post addressed so cogently – put me in mind of the old-fashioned tension – war, in some cases – that used to prevail between the kingdoms of editorial and advertising in print titles of yore. In my first job as a magazine journalist, the editorial department was taught (by itself) to regard the people in classified or display with a sort of patrician scorn. The ad people were hapless money-grubbers, always trying to make us write guff to keep their clients happy, while we writers swanned about uncovering the truth and

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protecting our virginal editorial integrity. The advertising team, meanwhile, saw us as chinless snobs who failed to appreciate that we only had a job because of their commercial efforts.

It was only when I ‘crossed over to the dark side’ – an expression you still sometimes hear, which harks back to that age-old divide – that I really understood the absurdity of this polarised worldview. Editorial and advertising needed each other in a relationship that should have been symbiotic rather than adversarial. Ad people often had a shrewder idea of what readers actually wanted, and a better idea of the value of the editorial content to readers and clients alike. Editorial people, meanwhile, had no monopoly on creativity, and had much to learn from the commercial types about how to engage readers in their editorial wares. And yes, the ad people did effectively foot much of the wage-bill. Much of all this, of course, is as true as ever.

As for editorial integrity, the DCMS remark is an echo of the persistent idea that a free press is without vested interests, while owned media (such as ‘supermarket titles’) are hopelessly enslaved to an advertorial mindset. (Never mind that the production values and editorial standards of many custom titles are higher than those of the ‘free’ press, or that many of today’s most interesting editorial products – from Asos Magazine to Waitrose Garden to Rotten Tomatoes – are brand-owned.) But the lines have always been much more blurred than thisanyway. If you wrote for a paper that owns TV channels, for instance, you might have found that positive reviews of programmes from those channels tended to slip into copy with above-average frequency. If your paper had a colourful proprietor, you may have found that pictures of them attending minor charity events with D-list celebs mysteriously worked their way up to the top of the news agenda. And I well remember an article on a health title I worked on being pulled - for mildly suggesting that a shampoo that promoted itself as a therapy was exaggerating its benefits. ‘Do you know how much those people spend on advertising with the group?’ said the publisher.

Rather than dragging editorial into murky waters, then, content marketing actually makes these age-old relationships and tensions explicit and sets them to work together rather than against each other. Content marketing pays the reader the compliment of being up front about where the content is coming from, but is far too smart to think that product propaganda is anyone’s idea of a good read. It blends the skills of 2 disciplines in interesting and original ways. Just as today’s marketer needs to understand editorial, so today’s content creators need to understand marketing. We’re all on the same team, after all.

6.     From a corporate perspective, how important is it to be transparent about who is creating content?Not quite sure what you mean here

7.     How important is social media when it comes to brand journalism?Hugely important – you have to know where your users are likely to live socially, and you have to optimise your content to give it the best chance of travelling far socially and so generating earned media for you too. Creating content on an on going basis places a huge strain on resources, so it’s vital that everything you do create works as hard for you as possible. You can’t just build content and expect

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people to come – social helps to get the message out (email is also a v underrated tactic here too)

JJ Dunning

1.     The number of companies choosing to implement brand journalism as part of their PR strategy has sharply risen over the past decade. Why do you think brands are choosing to bypass traditional media and instead create their own editorial content?In the simplest terms, internet has made it possible for brands to become publishers.Plus, consumer behaviour demands that all brands behave this way, to varying degrees. The audience’s attention is becoming increasingly divided, which means brands need presence in more places to maintain the conversation and stay credible.To Gen Z, there’s not a great deal of difference between content produced by a brand and content produced by a magazine. The first place they see it is on social.Social media offers brands a pre-engaged audience because users identify themselves as fans by liking or following. When brands have this guaranteed reach for everything they produce – plus the potential for their content to travel far beyond and get picked up by non-followers and even “traditional” media – it strengthens their position as content producers.It’s easy to be cynical about brands behaving as publishers, but the reality is that it’s a natural progression in media. Publishers are struggling to make money because the content is their product. In the internet age, anyone can make content. Therefore, anyone with the quality, budget and ambition can, in theory, rival a publisher.Some brands can do this better than others, of course. For instance, I’m not sure Zanussi.com will ever overtake the BBC as a news source. Nor would they want to.

2.     In your opinion, what is the main benefit of brand journalism and corporations assuming the role of publishing houses?I think brands becoming involved in publishing helps to shore up the future of high-quality special interest journalism.For example, lots of music titles are facing uncertain futures; they’re radically re-branding (NME), re-thinking their distribution (NME) or becoming more specific/premium to own a niche market (i-D).New outlets for journalists (and specifically new revenue streams for freelancers) are essential to maintain content quality and competition in the digital space.I work for a well-known international brand. In our office we have countless people with impressive media pedigree – it is the combination of their talents that make us a 21st century media business. We’re not a 21st century media business just because we say we are.

3.     To be able to create a successful in-house newsroom requires a substantial amount of resources. Is brand journalism reserved for a

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specific type/size of company?  How do you think smaller organisations develop their own brand journalism?Every brand will have a different approach to content creation. Some will concentrate on mastering social media, others will go the whole hog and try and be a mini-BBC. It depends what their objectives are, what they define as value.

4.     A number of surveys (Edelman’s Trust Barometer, Nielsen) have suggested that business is now a more trusted institution than the media. How could this difference in trust impact traditional media relations in the PR profession?I’m not sure it changes much all the time that brands are producing lifestyle/magazine content.From a PR point of view, you want your story/product/content to reach the largest appropriate audience.If you are PRing a product or story that aligns with a certain brand’s audience, then exposure from their channels will help as much as exposure from a magazine or newspaper.If a major brand ever tries to compete with NewsCorp, then that will change. I don’t see why they ever would, though.

5.     Traditional journalism has typically been seen as an independent, objective and balanced source of news and information. Some critics have voiced a concern over corporations harnessing public trust in journalism and using it to influence stakeholders. Do commercial motives and vested interests mean that brand journalism will never truly be journalism? What do you think are the ethical concerns?By “journalism” I think we are really talking about “news journalism”. I don’t think that brands will ever want to own this space In the future, if brands do attempt to own current affairs/news content, then there will need to be more stringent measures in place to control their output. They should be subject to the same standards as a traditional newspaper However, at the moment there is no clear benefit to their doing so. Brands remain preoccupied with selling a product. The content they produce is mainly lifestyle/special-interest in nature because those topics are in line with their brand identity and resonate with their audience/consumers. Their objectives are to reinforce their brand’s relevance and enhance their connection with their audience through positive content experiences.Lifestyle content is also the most natural way that brands can become publishers. After all, magazines are brands – you immediately know what to expect from Wired, Classic Rock or Men’s Health – so it follows that brands can be magazines.To some extent, all successful independently owned media has a vested interest or an agenda. Whether it’s a political leaning, or the choice of a ‘juicy’, rather than important front-page story to sell copies, they make decisions that reinforce their USP and make them money.In-flight magazines have a vested interest in showing off the airline’s routes. Does this make them unethical? Maybe; they’re unlikely to focus on the negative aspects of their destinations.

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However, they function well as magazines – BA’s High Life is a good read first, a pamphlet for the airline second.

6.     From a corporate perspective, how important is it to be transparent about who is creating content? Did not answer

7.     How important is social media when it comes to brand journalism?Did not answer

Appendix 7.

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Are you male or female?

Answer Options Response Percent

Response Count

Male 49.3% 108Female 50.7% 111

answered question 219skipped question 1

On a scale of 1 to 9, where 1 represents none at all and 9 represents a significant amount, please indicate how much you consume of the following on an average day...

Answer Options 1 2 3 4 5 6 7 8 9 Rating Average

Response Count

Social media (Facebook, Twitter etc.) 12 4 20 6 10 20 54 32 62 6.66 220Traditional media (Newspapers, television etc.)

24 38 50 26 26 18 28 6 4 3.96 220

Brand owned media (company website, corporate blog etc.)

48 30 32 20 36 24 16 12 2 3.79 220

Digital and online media (online news sites, search engines etc.)

4 0 6 10 34 42 54 42 28 6.59 220

answered question 220skipped question 0

On a scale of 1 to 9, where 1 represents not at all and 9 represents a significant amount, please indicate how much you trust what you read/see/hear in the following...Answer Options 1 2 3 4 5 6 7 8 9 Rating Response

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On which continent do you live?

Answer OptionsResponse Percent

Response Count

Europe 79.1% 174Asia 9.1% 20North America 5.5% 12South America 0.9% 2Africa 2.7% 6Australia 2.7% 6

answered question 220skipped question 0

What is your age?

Answer Options Response Percent

Response Count

18-20 10.1% 2221-29 51.4% 11230-39 15.6% 3440-49 9.2% 2050-59 11.0% 2460 or older 2.8% 6

answered question 218skipped question 2

Average Count

Social media (Facebook, Twitter etc.) 22 36 30 36 38 40 12 4 2 4.05 220Traditional media (Newspapers, television etc.)

16 20 30 24 46 34 36 10 4 4.75 220

Brand owned media (company website, corporate blog etc.)

12 32 20 34 46 26 32 14 4 4.68 220

Digital and online media (online news sites, search engines etc.)

4 10 12 24 50 52 46 14 8 5.56 220

Paid advertisements 39 56 64 26 16 14 4 0 0 2.93 219answered question 220

skipped question 0

On a scale of 1 to 9, where 1 represents not at all and 9 represents a significant amount, please rank how much the following influence your perception of a company/brand...

Answer Options 1 2 3 4 5 6 7 8 9Rating

AverageResponse

Count

What it does 4 2 2 8 36 36 48 42 42 6.78 220What it says 4 8 14 24 58 40 34 22 16 5.66 220What others say about it 4 4 8 26 52 22 38 34 32 6.17 220

answered question 220skipped question 0

Do you consider businesses to be reliable and trustworthy sources of information?

Answer Options Response Percent

Response Count

Yes 24.5% 54No 6.4% 14Sometimes 66.4% 146Unsure 2.7% 6

answered question 220skipped question 0

If a brand were to publish content online which appealed to your interests or provided you with news/information, would you feel incentivised to return to that brand?

Answer OptionsResponse Percent

Response Count

Yes 53.9% 118No 2.3% 5Maybe 42.9% 94Unsure 0.9% 2

answered question 219skipped question 1

Consider the following statements. Using the scale mark to what extent you either agree or disagree...

Answer OptionsDisagre

eSomewhat disagree

Neither agree

nor disagree

Somewhat agree

AgreeResponse Count

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Traditional media have vested interests 2 2 46 110 60 220

I am skeptical of mass media 0 16 28 118 58 220

I trust companies to tell the truth 24 72 44 64 12 220

What a company says is often different from what it actually does 2 16 66 108 26 220

Brands are reliable sources of news/information 18 52 58 85 6 119What a brand 'says' will affect my decision to buy its products/services

4 12 42 126 36 220

Brands which publish articles and videos online are more engaging 0 6 38 86 90 220What others say about a brand will affect my decision to buy its products/services

2 12 32 98 76 220

answered question 220

skipped question 0

Would you say that your trust in the news you receive from traditional media, such as newspapers, magazines and television, has increased or decreased over the the last five years?

Answer Options Response Percent

Response Count

Increased 5.5% 12Neither increased nor decreased 19.1% 42Decreased 70.0% 154Unsure 5.5% 12

answered question 220skipped question 0

Are you aware of brand journalism?

Answer Options Response Percent

Response Count

Yes 15.1% 33No 58.4% 128Unsure 26.5% 58

answered question 219skipped question 1

If you answered yes to the previous question, please state a brand that you believe has a good brand journalism strategy...

Answer Options Response Count

13answered question 13

skipped question 207

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Number Response Date Response Text

1 Aug 23, 2016 9:18 AM Wired2 Aug 20, 2016 11:41 AM Red Bull3 Aug 20, 2016 11:13 AM Motherboard4 Aug 19, 2016 8:30 PM Google5 Aug 19, 2016 7:02 PM Huffington Post6 Aug 19, 2016 1:37 PM Apple7 Aug 19, 2016 12:41 PM Lancome8 Aug 19, 2016 12:24 PM Health Trusts/Care agencies9 Aug 19, 2016 12:20 PM Unicef/Animal aid/IFA

10 Aug 19, 2016 11:25 AM Liz Earle /Boots/Apple11 Aug 16, 2016 3:35 PM12 Aug 12, 2016 5:35 PM no13 Aug 12, 2016 12:44 PM Land Rover

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