Current buy-in
PressPage’s technology has the buy-in of top brands
Current buy-in
PressPage’s technology has the buy-in of top agencies and
industry bodies
The above agencies use PressPage’...
EC=MC
Corporate media;
a market vision
Business model of traditional publishers under pressure
Brands spend less on advertising
Existing business model can’t finance earned media
Reduced sources for coverage & content creation
Less opportunity for fre...
Free channel... but no control
In search of viable business models
Reliability as main comms tool?
Social channels are fre...
A brand with a Facebook or Twitter account,
continously posting updates... is a publisher
Digital PR effort to address bus...
The How
Corporate media;
a product vision
What is blocking companies in becoming publishers?
Strategy?
Content?
Organization?
Technology?
Comms responsible had no influence & control
On-time & real-time PR was impossible
Obstacles lead to less content
Brand mis...
Technology was usually standard web CMS tool
Built by general web designers; not specialists
Design was one dimensional; b...
Newsroom underperformance
Technology was quickly outdated
Workflow enhancement was absent
Obstacles lead to less content
Most content was not search engine optimized
Content could not be shared
No content engagement options
The WhatCorporate media;
Pain and solution
• Easily deployable and turn-key
• Fully branded to existing web presence
• Seamless technical integration
• Intuitive use...
CLOUD HOSTED
Power, speed, scalability and reliability.
CROWD INNOVATED
Development & improvement; utilizing the
wisdom of...
Contact
Bart Verhulst
Co-founder & CEO
www.presspage.com
Every company is media company; PressPage product vision corporate (english)
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Every company is media company; PressPage product vision corporate (english)

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

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Every company is media company; PressPage product vision corporate (english)

  1. 1. Current buy-in PressPage’s technology has the buy-in of top brands
  2. 2. Current buy-in PressPage’s technology has the buy-in of top agencies and industry bodies The above agencies use PressPage’s technology to power their clients’ newsrooms. See: http://www.presspage.com/partners
  3. 3. EC=MC Corporate media; a market vision
  4. 4. Business model of traditional publishers under pressure Brands spend less on advertising
  5. 5. Existing business model can’t finance earned media Reduced sources for coverage & content creation Less opportunity for free publicity
  6. 6. Free channel... but no control In search of viable business models Reliability as main comms tool? Social channels are free... require large investment
  7. 7. A brand with a Facebook or Twitter account, continously posting updates... is a publisher Digital PR effort to address business conversion Brands are media outlets: EC=MC Owned media channel safeguards ‘content decay’
  8. 8. The How Corporate media; a product vision
  9. 9. What is blocking companies in becoming publishers?
  10. 10. Strategy? Content? Organization? Technology?
  11. 11. Comms responsible had no influence & control On-time & real-time PR was impossible Obstacles lead to less content Brand missing out Social channels as escape
  12. 12. Technology was usually standard web CMS tool Built by general web designers; not specialists Design was one dimensional; by the client Project became expensive & incomplete
  13. 13. Newsroom underperformance Technology was quickly outdated Workflow enhancement was absent Obstacles lead to less content
  14. 14. Most content was not search engine optimized Content could not be shared No content engagement options
  15. 15. The WhatCorporate media; Pain and solution
  16. 16. • Easily deployable and turn-key • Fully branded to existing web presence • Seamless technical integration • Intuitive user friendly interface • Continuous development: worry-free access to cutting edge technology • Pre-sales showcase The product PressPage’s social newsroom technology
  17. 17. CLOUD HOSTED Power, speed, scalability and reliability. CROWD INNOVATED Development & improvement; utilizing the wisdom of the crowd. EFFICIENT Workflow, development, and costs. FUTURE PROOF Client benefit: plug-in to fast web & social developments.
  18. 18. Contact Bart Verhulst Co-founder & CEO www.presspage.com
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