The days when large and small companies could differentiate themselves from the competition primarily through a sophisticated marketing mix are over.The public, which is increasingly critical of the economy, demands information from companies about their social and ecological behavior, as well as their contributions to the common good. In short, companies are expected to assume a general responsibility – corporate social responsibility.
Companies are therefore forced to shift resources that were previously allocated to marketing to publicrelations activities. But even the view that PR is primarily media relations -no matter how target group-specific, multimedia-based and well-dosed - now falls short of the mark.
After all, any company that sees itself as a news producer in addition to its actual corporate purpose and already organizes itself as a corporate newsroom is already one step ahead of the competition.They have recognized the sense of this form of organization and have already mastered the various hurdles associated with this change. They are doing this in order to bundle their limited communications resources organizationally in the face of an increasingly dynamic, complex and volatile information world, to conceive, organize and implement their activities from a single location, to communicate in a more agile and multimedia manner, and to stand out in the news flood with clearly assignable, distinctive topics and content.
This centralization, in addition to being an organizational challenge, is also a technical challenge. After all, the intention of the corporate newsroom is not to degenerate into a software-based news slinger. On the contrary, we are looking for an instrument that not only supports but even empowers strategically oriented communications management. With the growing importance of digital and automated news, corporate communication processes must also be digitized and automated. And if we understand communication as a process sequence of analysis, strategy, implementation and evaluation, then the ideal communication software would cover all these process steps.
If we want to stand out with topics and content, it would be nice if this were also reflected in the structure of our communications management software. After all, how are we supposed to measure the effectiveness of a topic if our software is built to be channel-centric? Or - even worse - we struggle with a hodgepodge of stand-alone tools, which in turn makes aggregating data impossible and is neither efficient nor effective.
It is only through a holistic, cross-organizational management and measurement of issues that we are able to plan, implement, and - as a first step - measure retrospectively in a strategic, integrated, and iterative manner. Evaluation becomes really interesting, however, when it becomes not only retrospective, but rather predictive and finally iterative.
More about this in the next blog.