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“PR is about pitching the brand to the media.  You help shape the story, but you don’t craft the story.  Brand journalism is about creating the actual content, finding the best ways to share it, and telling the stories of your people, customers, and brand.” You’re skipping the middleman, essentially. You’re no longer hoping for a third party to tell your brand’s story, you’re doing it yourself.

“Brand journalism is the use of a journalistic approach to storytelling on behalf of a brand.  It is the mindset of assembling and delivering a compelling story, but it is not impartial.  It presents the brand’s messages and perspectives.”

A brand that is creating and sharing terrific stories and entertaining content, however, will get noticed and those sales leads will come as you establish yourself as not only a source of information regarding your particular industry but a place to regularly stop by for good reading material in general.

Despite shrinking newsrooms and overworked reporters, journalism is in fact thriving. The art of information gathering, analysis and dissemination has arguably been strengthened over the last several years, and given rise and importance to a new role: the journalistic curator.

with the push of social media and advancements in communications technology, the curator has become a journalist by proxy. They are not on the front lines, covering a particular beat or industry, or filing a story themselves, but they are responding to a reader need. With a torrent of content emanating from innumerable sources (blogs, mainstream media, social networks), a vacuum has been created between reporter and reader — or information gatherer and information seeker — where having a trusted human editor to help sort out all this information has become as necessary as those who file the initial report.

“Curation,” says Sayid Ali, owner of Newsflick.net, “gathers all these fragmented pieces of information to one location, allowing people to get access to more specialized content.”

Two years ago, the two greatest Jeopardy champions of all time got obliterated by a computer called Watson. It was a great victory for artificial intelligence--the system racked up more than three times the earnings of its next meat-brained competitor. For IBM’s Watson, the successor to Deep Blue, which famously defeated chess champion Gary Kasparov, becoming a Jeopardy champion was a modest proof of concept. The big challenge for Watson, and the goal for IBM, is to adapt the core question-answering technology to more significant domains, like health care. WatsonPaths, IBM’s medical-domain offshoot announced last month, is able to derive medical diagnoses from a description of symptoms. From this chain of evidence, it’s able to present an interactive visualization to doctors, who can interrogate the data, further question the evidence, and better understand the situation. It’s an essential feedback loop used by diagnosticians to help decide which information is extraneous and which is essential, thus making it possible to home in on a most-likely diagnosis. WatsonPaths scours millions of unstructured texts, like medical textbooks, dictionaries, and clinical guidelines, to develop a set of ranked hypotheses. The doctors’ feedback is added back into the brute-force information retrieval capabilities to help further train the system.

For Watson, ingesting all 2.5 million unstructured documents is the easy part. For this, it would extract references to real-world entities, like corporations and people, and start looking for relationships between them, essentially building up context around each entity. This could be connected out to open-entity databases like Freebase, to provide even more context. A journalist might orient the system’s “attention” by indicating which politicians or tax-dodging tycoons might be of most interest. Other texts, like relevant legal codes in the target jurisdiction or news reports mentioning the entities of interest, could also be ingested and parsed. Watson would then draw on its domain-adapted logic to generate evidence, like “IF corporation A is associated with offshore tax-free account B, AND the owner of corporation A is married to an executive of corporation C, THEN add a tiny bit of inference of tax evasion by corporation C.” There would be many of these types of rules, perhaps hundreds, and probably written by the journalists themselves to help the system identify meaningful and newsworthy relationships. Other rules might be garnered from common sense reasoning databases, like MIT’s ConceptNet. At the end of the day (or probably just a few seconds later), Watson would spit out 100 leads for reporters to follow. The first step would be to peer behind those leads to see the relevant evidence, rate its accuracy, and further train the algorithm. Sure, those follow-ups might still take months, but it wouldn’t be hard to beat the 15 months the ICIJ took in its investigation.

What’s the worst thing about the Oregonian‘s strategy? For me, it’s the singular focus on pageview growth as a measurement of performance.

I would much rather that the Oregonian and other papers focused on something approaching engagement metrics instead of pageviews, whether it’s through the kind of approach that Forbes takes — in which returning visitors are seen as 10 times as valuable as first-time readers — or some other measurement that shows whether reporters are building long-term relationships with their audience.

Some of the newspapers which have fared the best after implementing an online paywall are those based in smaller markets.

The print circulations of specialised publications has also proven to be fairly resilient when compared to the industry as a whole, likely due to the nature of the content that is being offered.

“Social media can’t belong to one person,” Preston said at the time. “It needs to be part of everyone’s job. It has to be integrated into the existing editorial process and production process.”

The downside of concentrating an audience in people instead of properties is that the former can change horses. After taking a buyout from the Times , Jim Roberts brought his nearly 100,000 followers to Reuters, flipping his handle from @nytjim to @nycjim.

the automaker is depriving Facebook of only $10 million in direct advertising buys; it will continue to spend about $30 million annually on Facebook content, agencies that manage that content and daily maintenance of its Facebook pages, according to The Wall Street Journal.

Facebook’s power lies in engagement with brands, not generating sales through display advertising,

Facebook advertisers need to look at the platform as helping to build long-term brand loyalty.

The Washington Post. Its native ad program, WP BrandConnect, is adopting the multimedia, longform template that’s been used in the newsroom for features like this one. 

This isn't the first time the sales side has peeked over the proverbial Chinese wall to get inspiration from the editorial side. The New York Times has done it via its Idea Lab. The Post has an Ad Innovations team that sits in the marketing group but looks for inspiration in the newsroom. 

Publishers have been slow to migrate their native ads to mobile devices, despite native being seen as the solution to ineffective and poorly paying display advertising on mobiles. Nearly half of the Post’s online traffic comes from mobile devices