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2021 | Book

The Corporate Newsroom

Steering Companies Efficiently Through Communication


About this book

Breaking down barriers, creating transparency in digital communication and effectively targeting different audiences is critical to today’s successful organisations. Establishing a Corporate Newsroom is the answer.

The first part discusses the different theoretical approaches of communication and the corporate newsroom model. Special emphasis is given to efficiency and effectiveness as the main pillars of this strategy.

The second part presents case studies to illustrate how the corporate newsroom system can be used in the communication departments of organisations. The authors discuss real life examples from Swiss Life Germany and the Dutch Police among others and show how the corporate newsroom method impacted communication strategies and results in these organisations.

This book will be of interest not only for PR professionals but also for marketing specialists and business leaders trying to bring corporate communication to the next level.

Table of Contents

1. “There Will Never Be a Newsroom”: The Discussion About Topic-Oriented Control in Corporate Communications
“There will never be a Newsroom.” When this sentence was uttered, the author of this article was in the middle of presenting a Newsroom project. The representatives of the company did not like the idea that there could be open spaces, defined processes, a conference system and perhaps even an operational control unit in their communications department: “There will never be a managing editor either” was the seemingly clear message. The controversial discussion lasted an entire day. In the evening, the wind changed. The Newsroom was decided, developed and built after several months of intensive planning. The bottom line was that it was a successful project, even though the beginning was more than bumpy.
Christoph Moss

Theoretical Basics

2. Integrated Communication in the Corporate Newsroom as a Contribution to Enterprise Value
If you want to be successful in marketing and communication, you have to be able to manage topics. In reality, however, many companies are stuck in traditional structures (Moss 2019). Accurately drawn up organisational charts document the classification and hierarchical levels of collective bargaining agreements. The question of whether employees work in a single or two-person office can be more important than content requirements or current topics. In such rigid structures, day-to-day business is often marked by permanent conflicts over responsibilities and budgets. The desire to send out uniform messages and speak with one voice seems hardly feasible under such conditions (Moss 2014).
Christoph Moss, Niklas Stog
3. The Journalistic Newsroom as a Blueprint for Corporate Communications
The Corporate Newsroom is still a very young object of investigation. The publication of this book in German language (Moss 2016) was the first time to present a theoretical framework for the Corporate Newsroom. An empirical study among companies in Germany was presented by Sadrowski (2015). Later studies were published in Switzerland (Keel and Niederhäuser 2016), Austria (Ninova-Solovykh et al. 2019) and the DACH region (Moss 2019; Seidenglanz 2019). Hardt and Moss (2016) described the Corporate Newsroom by the example of Siemens and the German Insurance Association GDV (2016).
Lara Behrens, Christoph Moss, Mona Sadrowski
4. The Corporate Newsroom Model
Breaking down barriers, managing topics and effectively targeting different audiences is critical to today’s successful organisations. Corporate communication faces the task of coping with the dramatic changes in the media. People’s consumption of media is increasing, and the number of channels is growing drastically (Nielsen 2020). Today everybody can become an influential communicator. People comment, upload a video or manage their appointments via smartphone. The historical model of mass communication (Maletzke 1963) is long outdated. Corporate communication cannot shut itself off from this. Enterprises should be able to cope with the changing media demands. They should establish a Corporate Newsroom (Desk-net 2019).
Christoph Moss
5. Strategic Content Marketing in the Corporate Newsroom
Due to digitisation society and work are changing at an unprecedented speed. However, the main task for communicators is essentially the same: to reach target and dialogue groups in their minds and hearts. Communicators have to convince people both cognitively and emotionally.
Mirko Lange
6. Efficiency and Effectiveness: Controlling in the Corporate Newsroom
The theoretical advantages of the Corporate Newsroom model are obvious: centralised topic development enables more consistent external communication with a more efficient internal use of resources. At the same time, the introduction of the Corporate Newsroom is linked to an internal change within the company. This threatens traditional thinking of various communication disciplines such as classic public relations (PR), advertising and online marketing. In order to counteract the resistance of these stakeholders, the company management should be involved in the introduction of the Corporate Newsroom early on. This support from top management can only be guaranteed, however, if the theoretical added value of the Corporate Newsroom can be quantified.
Lara Behrens, Christoph Moss, Niklas Stog
7. The Dissemination of Corporate Newsrooms in Practice: Empirical Studies
While Newsrooms have been researched in journalism science for several years, they represent a relatively new and, above all, still unexplored organisational form for corporate communications. This article presents two studies that attempt to close the research gap. In 2019, the Brand & Retail Management Institute @ ISM examined the question: what do companies expect from introducing a Corporate Newsroom (Moss 2019)? The survey was conducted in 2019 in the DACH region. Previously Sadrowski (2015) wanted to find out how the Newsroom concept was applied in German communications departments.
Christoph Moss, Mona Sadrowski
8. The Digital Shop Window: The Social Media Newsroom as a Communicative Hub
February 17, 2006: “Die! Press release! Die! Die! Die.” Tom Foremski, an influential journalist in Silicon Valley, had finally had enough of the many press releases sent to him. In his rage he formulated a sharp replica to all editors and senders of press releases. He wrote: “Press releases are nearly useless. (...) They typically start with a tremendous amount of top-spin, they contain pat-on-the-back phrases and meaningless quotes. Often, they will contain quotes from C-level executives praising their customer focus. They often contain praise from analysts, (who are almost always paid or have a customer relationship.) And so on (...). This madness has to end. It is wasted time and effort by hundreds of thousands of professionals” (Foremski 2006).
Dominik Ruisinger

Case Studies

9. Case Study DATEV: The Introduction of a Corporate Newsroom as a Change Project
What would the Corporate Publishing department at DATEV look like if we were to start over on a greenfield site? I dealt with this question at the beginning of 2014. I became aware of the Siemens Newsroom in Munich through articles in trade journals and contacted Christoph Moss, who had previously played a major role in the Siemens model. Our cooperation should be open-ended. It was important to me to first analyse the current situation in order to see whether a Corporate Newsroom at DATEV makes sense at all. It turned out that the introduction of a Newsroom would be a challenging change project for us, which had to be accompanied by communication.
Christian Buggisch
10. Case Study Dutch National Police: Building Trust with a Corporate Newsroom
The Netherlands have a national police force consisting of ten regional units. The Dutch police (Politie Nederland) has 65,000 employees: 51,000 police officers and 14,000 staff members who are assigned with other tasks to support police work. The central unit is located in The Hague (Den Haag). The Corporate Newsroom is part of the organisation that supports the police work. It facilitates communication between the internal and external target groups, using social media as their channel strategy. Therefore, the Dutch police is assigned in most social media platforms, which are Twitter, Instagram, LinkedIn, Facebook, YouTube and Snapchat. Information can be communicated directly to the police authorities to provide evidence of a crime or to ask general questions.
Ghaida Al-Warith, Christoph Moss
11. Case Study R+V Insurance: Meeting New Challenges with a Corporate Newsroom
R+V is the second largest insurer in the German market. However, most Germans are not aware of this. Brand awareness was only 15% in Germany in mid-2020. That is remarkable for a company with 8 million customers, more than 16,000 employees (R+V Insurance 2020a) and premium income of 18 billion euros (R+V Insurance 2020b). There are many reasons for this, one of which is the years of defensive orientation of external communications. Until 2017, the motto preferred by the Board of Management at that time prevailed: “We do not need active communications, we are growing splendidly even without it”.
Christoph Moss
12. Case Study Swiss Life Germany: The Corporate Newsroom as a Motor of Digitisation
Swiss Life Germany is a provider of financial and pension solutions. The head office is located in Garching near Munich. The company is part of the Swiss Life Group with headquarters in Zurich. The Group employs about 7500 people worldwide. Swiss Life is present on the German market with several brands. Insurance solutions are offered under the Swiss Life brand. The company also operates on the German market with the brands Swiss Life Select, tecis, HORBACH, Proventus and Swiss Compare. The headquarters for the financial advisory companies is in Hanover (Swiss Life 2020).
Christoph Moss
The Corporate Newsroom
Prof. Dr. Christoph Moss
Copyright Year
Electronic ISBN
Print ISBN