Tag Archives: legacy case studies

Legacy Media Case Study: The Washington Post

By Cheryl Hayes

Background

The Washington Post existed as far back as 1877. The Meyer-Graham family owned the news organization from 1933 until 2013, which is when it was acquired for $250 million by Amazon CEO Jeff Bezos. As of 2012, The Washington Post was the 8th largest newspaper in the US. As of 2011, it was the 2nd largest online newspaper website. In addition to being a local newspaper for the Washington, DC area, The Washington Post is a nationally-recognized brand for its political news coverage.

What has this organization’s response been to the changing media landscape?

  • Launched website in 1996
  • Jeff Bezos purchased The Washington Post from the Graham family in 2013.
  • Started a living laboratory of business model experimentation.
  • Staff has been given a “runway” for experimentation.
  • Started an initiative to build the reach of Post journalism through digital initiative. The goal was to carry the newspaper into a new era marked by expanded ambitions online and a determination to build a larger national and international audience.
  • Funding efforts to expand online readership.

What lessons they have learned as they work to adapt to digital landscape

  • The changing media landscape is not a death warrant for legacy news organizations, but instead is a means to innovation and growth.
  • Paying attention to their customers:readers, viewers and listeners.
  • If they don’t engage their customers with journalism they can connect with, the competition will.

 

What kinds of opportunities did they take?

  • Selling The Washington Post in 2013 after seven years of declining revenues versus cutting additional staff, which would have adversely hurt its news reporting.
  • Investment of $250 million cash to implement initiatives aimed at growth and digital transformation.
  • Hired 36 people with the goal of digital transformation.
  • Learned new skills from young journalists who already have the skills, knowledge, enthusiasm, energy and love for journalism.
  • Acquired Slate online magazine in 2005 from Microsoft.
  • Invested in R&D.
  • Issued a set of social media guidelines in 2009.
  • Partnered with The New York Times and Mozilla in 2014 to create tools to improve online commenting systems, which was funded by a $3.89M grant from the Knight Foundation.
  • Launched a blog called Story Lab in 2009, which experiments with new narrative forms in reporting and presentation.
  • Directly compete with Politico by launching a redesigned politics section that emphasized social sharing and interactivity.
  • Utilized Facebook via Trove, a news aggregator that mines users’ FB data to deliver personalized content.
  • First to launch social media app on Facebook.
  • Developed Truth Teller, a live fact-checking tool for audio and video content.
  • Created partnerships with the Texas Tribune and Medill School of Northwestern and the Knight Foundation to fund programmer-journalist scholarships.

 

What kinds of opportunities did they miss?

  • A new publisher with a background in Republican politics could have been used as an opportunity to impose new editorial policies at The Washington Post.
  • Not using paywalls for online content as a revenue stream.

 

What kinds of opportunities did they take to grow audience?

  • Offer an enhanced reader experience with new article formats that engage the reader.
  • Launched Washington Post Live in 2011, which hosts 20 – 30 discussion events per year that are free and open to the public.
  • Started a network of user-created political blogs called PostEverything in 2014.
  • Offer a division called PostTV that produces several web shows.
  • Partnered with Watchup, an online newscast that reinvents how news is watched, in 2014.
  • Released an iPhone app in 2010.
  • Released an iPad app in 2012.
  • Launched main app to include a replica of the print newspaper in 2013.
  • Launched social media app on Facebook which draw in 3.5M users in first two months as well as an Android app.

What kinds of opportunities did they take to build new revenue?

  • Initially charged $1.99 for iPhone app.
  • Charged $2.99 per month for full access to politics iPad app.
  • Launched a metered pay plan in 2013 with a digital subscription price of $9.99 and $14.99 per month.
  • Launched Sponsored Views in 2013 where people had to pay to post commentaries.

What specific challenges did they face?

  • Financial challenges due to the decline in revenues; especially from Kaplan Education.
  • The departure of several journalists to form their own online journalism ventures funded by Vox Media.
  • Downsizing of staff
  • Competition from new online media ventures
  • Competition from other internet news media

References

Baron, Marty. 2014. Optimism is the only option: The Washington Post’s Marty Baron on the state of the news media. April 7. http://www.niemanlab.org/2014/04/optimism-is-the-only-option-the-washington-posts-marty-baron-on-the-state-of-the-news-media/.

Coddington, Mark. 2014. Nieman Lab Encyclopedia. July 31. Accessed September 12, 2014. http://www.niemanlab.org/encyclo/washington-post/.

Craig Timberg, Chico Harlan and Peter Whoriskey. 2014. The Washington Post. September 2. http://www.washingtonpost.com/business/post-names-frederick-j-ryan-jr-as-new-publisher/2014/09/02/78f65bf2-329d-11e4-8f02-03c644b2d7d0_story.html.

Kennedy, Dan. 2014. Why is THe Washington Post holding a live event in Boston? May 12. http://www.niemanlab.org/2014/05/why-is-the-washington-post-holding-a-live-event-in-boston/.

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Legacy Media Case Study: Two Interviews

By Kimberly Exford

For this case study, I was able to interview two young women, one that previously worked in radio and broadcasting, and another who currently works at public relations agency. Both women were able to give thorough details and insight into the changing media landscape within each of their media respective organizations.

Candace Ledbetter (former Promotions PR Manager for V-103, a local radio station in Atlanta, GA)

Candace held this role from 2008-2014. As such, she was responsible for overseeing all media outlets that her company used, including social media. Not only was she in charge of giving the company a “voice” throughout the city and other surrounding areas, but she would also provide platforms for others seeking to  spread the word about themselves. When I asked Candace what she felt the biggest impact or change was on this company, she immediately said social media.

Though she is a member of several social media sites in her personal life (i.e. Facebook, Twitter, Instagram, etc.), her company was not so willing to join. This was a problem for Candace initially because she knew how much the Internet and social media impacted the way people received information, and it was crucial that V-103 “catch up” to everyone else that was rapidly joining these sites. For example, the social site Twitter gives users a way to quickly share their thoughts with others.

For companies, she said that “it allows them to be everywhere!”

According to a social networking study conducted by Pew Research Center, as of January 2014, 19% of all online adults use Twitter.

Another benefit is radio stations can get more personal with their listeners and bring about brand loyalty. Though this company was slow to make the change over to more digital media outlets, Candace doesn’t feel that there were any missed opportunities.

She said, “I know that we were late to the show so to speak, but we still got there in enough time and didn’t miss too much.”

Another role that Candace held was the director of operations and senior publisher for 135th Street Agency. According to their company Facebook page, “founded in 2005, the 135th Street Agency is an experiential marketing and communications company based in New York City and Atlanta that specializes in campaigns targeting Youth Consumers and Business Professionals.” Candace mentioned that her role with this agency was virtually identical to the one at the radio station.

When asked about social media’s impact on newspapers, radio, and other forms of media overall, Candace specifically mentioned newspapers, and the fact that readers sometimes used to have to spend money to get the information they desired. However, with the Internet (i.e. social media) there is no cost. A Twitter follower of a FOX news station can get the basically the same information that someone who purchases a newspaper gets, she argued.

Social media and the Internet took over from some forms of traditional media because of their convenience. Though the radio is easily available in the car and also, at times, online, someone with access to a social media site (i.e. via their phone) might be able to access this information even faster. And, they can do it from the middle of the mall while shopping or while standing in line purchasing groceries. Also, with the radio, you may have to sit through boring advertisements and commercials before getting to listen to your desired news. Though there are some ads found on the internet and social media, unlike the radio, typically you can click through them and get to what you are looking for much quicker.

Eugenia Johnson (PR Director at Garner Circle PR in Atlanta, GA)

Eugenia describes her employer as a “boutique PR firm,” one that offers media outreach and planning or marketing or special communications services for a variety of businesses. According to this article, “public relations boutiques specialize in raising the overall awareness of a brand, product or image of a company or person.”

Eugenia mentioned that though her company currently uses a variety of media outlets, the digital ones account for about 80% of their pitches. Some of the most popular digital outlets they use are Facebook, Twitter, and Instagram. By joining these networks, her company hopes to “build relationships and use ‘promotional stalkers’ to help gain additional information. Promotional stalkers are people whose job is to join various social media networks and develop a relationship with as many of their followers and friends on a particular site as possible. This helps to put users at ease before springing a pitch on them.

More specifically, one of her responsibilities is to look for bloggers with higher response rates and number of followers to hopefully help influence other people. Eugenia mentions a few pros to using this form of media. She can build relationships with her followers and, and she can also see what their competitors are doing. As far as opportunities are concerned, she doesn’t feel that any opportunities have been missed since her firm is very active on social media.

Final takeaways

Though each of these women work for different companies, they both provided me with the same key take-away items when I talked to them: A company must be able to adapt to the changing media environment and they have to be willing to make changes as needed to help keep up with their users.

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Legacy Media Case Study: The Tennessean

By Lori Shull

As the bottom began to fall out from the print journalism world thanks to the internet in the 1990s, Gannett was one of the early adopters of change. It adopted what it called News 2000, an initiative to focus on community interest stories, watchdog journalism and diversity. At the time, it seems that more than one journalism expert hated the idea. It was formula and numbers-based, and editors had to report data to executives who then gave the papers scores and orders to change what they were doing if deemed necessary. Despite the protests, others came around and eventually agreed that the company had it right. Since then, Gannett and other news organizations have tried to do essentially the same thing—reinvigorate the business model by refocusing on community initiatives—again and again.

In 2003, Gannett launched the Real Life, Real News initiative, which again focused on community conversation and added an emphasis on breaking news, rather than operating the newsroom exclusively for print deadlines.

Three years later, Gannett launched Information Centers, which seem to have been intended to destroy the traditional news desks—metro, sports, state, city and so on—in favor of more nebulous terms like community conversation, digital, local, data and multimedia to name a few. The goals were to publish more user-generated content, expand local coverage and continue developing into a 24/7 news organization instead of saving breaking news for print deadlines. Every three years, it seems that the corporation tried to reinvent itself using the same ideas but wrapping them up in a different name.

Since News 2000 launched, the company appears to have floundered, along with many other newspapers. It is well-known for its highly paid executives, several of whom earn more than $2 million a year, and frequent lay-offs.

This year is no different, with the corporation recently announcing that it was divesting the print side of its holdings into a separate company from its broadcast and digital side. The end result is that the most profitable pieces of the company, including its recent purchase of the nearly three-quarters of Cars.com it did not already own for $1.8 billion, will no longer have to bail out their less-profitable print counterparts. Gannett is not the first media corporation to do this. Like the others, the company tried to explain that everyone would win because the print side of the company would be debt-free and be able to purchase other newspapers that previously were unavailable to it because of federal regulations.

At the same time, they announced that every newspaper would have to cut 15 percent to help the new company remain profitable and keep shareholders happy in spite of industry expectations that revenues would continue to decline. Many editors would lose their jobs, though some newspapers said they would be able to add back some of the reporter positions that had been lost in previous cuts.

Though the latest announcement heralding the rise of the “newsroom of the future” has overtones of messages from years before, this one seems to be the biggest change yet.

“I haven’t felt like there’s been one as vigorous and broad as this one. This one seems to be more serious than the ones in the past,” said Michael Cass, the Tennessean’s metro reporter and 15-year veteran of its newsroom. “I would guess they feel it’s time to really attack the revenue problems we have, to finally get on top of that and create a product that people are going to feel compelled to read all the time.”

The Nashville Tennessean, which has occasionally served as a testing ground for some of the corporation’s initiatives, is one of Gannett’s largest papers. Earlier this year, it was one of about 35 test sites for daily national content additions from USA Today, which are now corporation-wide. The effort was devised mostly as a way to boost USA Today’s circulation numbers and make it more attractive to advertisers, but it was also probably a smart way to get national coverage into smaller papers operating without the staff to cover national issues and, perhaps, to cut down on the cost of subscriptions to the Associated Press or other wire services.

Despite the use of more national stories from the parent company, reporters at the Tennessean are by no means doing less reporting. Where Cass used to be able to focus on writing five or six solid stories every week, he estimates that he now writes between eight and 12. When I talked to him in the early afternoon, he had already written one web story and was in the middle of a second, a brief follow-up of a piece of political news from the day before. He was writing the second knowing that it would not make the paper; not everything that appears online appears in print and the focus of the newsroom has definitively shifted from the paper product to keeping the website and mobile fresh to try to compel people to read and check back in daily.

Cass was quick to say that the company is not going after “click bait,” but that it is very focused on giving readers what they will be interested in. Learning what readers want, Cass said, is a process.

“Sometimes we get it wrong and we’re learning,” he said. “There are certain kinds of government stories that I think are interesting and that people should be interested in, that we’re discovering they won’t read. I hope that doesn’t mean that we’ll stop covering them entirely, but we may do them differently.”

He did say that he has never been told by an editor not to write a story that he believes is important because the management thought it would not be interesting enough to the readership.

The Tennessean has redesigned its website and looks like every other Gannett publication. It has also expanded its multimedia coverage, with a section for video. Not only is there video that would be considered “news,” but also there is footage of interviews with various officials and sports content. The sports video seems to dominate, perhaps because it is football season.

The Tennessean has had a few misses in its efforts to meet the changing media climate, and not all of them are to due with its parent corporation cutting its newsroom staff. Several years ago, it attempted to launch what it called Brainstorm Nashville, which was yet another way to connect with the community and crowdsource coverage. It was developed in partnership with Middle Tennessee State University and was intended to cover a different large issue every month, beginning with childhood obesity. I can find no evidence that Brainstorm Nashville ever got out of beta or indeed covered a second issue. It’s URL, brainstormnashville.com, is for sale.

In 2009, management told reporters to get on Twitter and many had already been active on Facebook. Since then, no new social networks have been mandated by the management, though some reporters, including Cass, are beginning to dabble in Reddit.

“I saw some of my co-workers getting results using Reddit,” he said. “Twitter has become a huge part of my work and i like it a lot. I enjoy the way it can share stories but also create conversation.”

In keeping with the recent announcement that all newsrooms had to cut staff by 15 percent, an initiative called Picasso, the Tennessean decided to make all of its 89 staff members reapply for 76 positions. Several of the position descriptions have been standardized across Gannett and illustrate that reporters can no longer simply report the news.

The biggest challenge that the Tennessean, and all Gannett papers, faces is keeping its shareholders happy and the organization’s profits up.

“What a family paper doesn’t have to worry about is reporting to its shareholders every quarter,” Cass said. “It’s not always ideal, but it comes with the territory.”

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Legacy Media Case Study Assignment Due 9/16

Choose a traditional media organization (PR firm, news organization, ad agency, etc.). What has this organization’s response been to the changing media landscape? Do some research, and if possible (STRONGLY recommended), interview somebody from that organization, and ask them what lessons they have learned as they work to adapt.  What kinds of opportunities did they take…or miss…. to grow audience or build new revenue? What specific challenges did they face? This does not have to be comprehensive, but will hopefully get you thinking.  Due next class and be prepared to discuss.

Email this to me as a Word Doc. Please feel free, and indeed you are encouraged, to embed links as relevant.

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FOX: A Media Frontrunner Despite Disruption

In a post on her own blog, Robin Spielberger discusses how the Fox Broadcasting Company coped with disruption by eventually embracing rather than resisting new technology such as the DVR and by “being one of the first networks to honestly address the issue of diversity in television programming.” As she notes:

Fox’s outright lack of resistance to DVR technology really is sort of radical: Networks really want you to watch their shows live, and until recently, they’ve been reluctant to do anything that might encourage delayed viewing, much less encourage it.

Be sure to read it!

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Record Labels and Disruption

by Zach Losher

I am taking a look at the independent music industry as whole and will be focusing on one record label­­—Domino Recording Company. I chose this label, in part, because I spent the summer of 2009 interning at their NYC branch. This experience gave me firsthand exposure to how Domino and many other independent and major label companies were (and still are) responding to disruption caused by digital music (i.e. p2p torrenting and loss of profit).

By the time I began at Domino, the vinyl boom had begun, but had not seen its most explosive growth yet. Just to clarify, in the late 2000s record labels’ (especially independent ones) profits started to rise, but not because they were selling more CDs. These labels were selling more vinyl records. What had become a niche culture after decades of competing with new audio formats began to come back into vogue (here is a NYT trend piece about the phenomenon). During the summer of 2009, Domino issued almost every release digitally, on CD, and as vinyl. If I remember correctly, vinyl outsold CD for every release issued over the course of my time there. As part of their radio promotion department, I was getting requests from stations across the country trying to get the vinyl copy of the records being released.

This put Domino in a unique position. They, along with a few other independent labels, were already printing every release in vinyl format as well as the other formats. As the fervor (trend) for vinyl grew, Domino was in a solid position to capitalize. They already had stock that could be sold instantly while other labels spent extra money to reissue records on vinyl that may have been recently released only on CD and/or digitally. I’m not trying to suggest that vinyl has saved the music industry. Digital sales still trump all other formats, but for independent labels vinyl sales have continued to grow while CD sales dwindle. Domino used other methods to adapt to the changing environment. They reconfigured their licensing department in order to push licensing music from artists they represent to film studios, video game companies, commercials, and other avenues.

Here are a few links to recent articles explain the vinyl boom and how/why it is happening:

The Hot New Audio Technology of 2014 Is … Vinyl?

The Unlikely Return Of Vinyl Records, And How Indie Musicians Are Making Money On Them

Some Nielsen Numbers from a 2012 Music Industry Report

 

 

 

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Case Study of a Traditional Local Newspaper in Germany: Berliner Morgenpost

By Robert Kohler

I chose a traditional local newspaper in Germany to focus on in this case study. The current situation of newspaper companies is quite similar in the United States and in Germany: circulation falls (note: all weblinks lead to content in English) because people get the news online, ad rates sink, publishers have difficulties  setting up paywalls on their news websites, and companies reduce editorial staff.

Berliner Morgenpost is a German regional newspaper based in Berlin. Founded in 1898, it is one of the two most important daily newspapers in the German capital. Formerly part of Axel Springer AG, one of the biggest media companies in Europe, has been owned by Funke Media Group since 2013. This company, based in Essen (North Rhine-Westphalia) and privately held by the Funke family, is one of the largest newspaper and magazine publishers in Germany.

In 2012, I interviewed Dirk Nolde, who was the head of Berliner Morgenpost’s online department at that time. The expert interview was part of a research project on mobile journalism at Ilmenau University of Technology. While reviewing the transcription this week, I found some sections that might be interesting for the purpose of this case study.

Responses to changing media landscape

It is self-evident that Berliner Morgenpost cannot only count on printed pages any more. I think one of its earliest responses to the changing media landscape  was setting up a news website. Of course users find a lot more than articles on morgenpost.de; for example, there are interactive graphics and videos, too. Furthermore, the content is distributed on social media platforms like Facebook and Twitter, and via applications for mobile devices.

Most of the German news websites are free. Currently, there are only few newspapers charging readers for online content, such as Bild and Die Welt. But the leading national dailies Frankfurter Allgemeine Zeitung and Süddeutsche Zeitung are going  forward with their plans to set up paywalls. Berliner Morgenpost, however, has charged online users since 2009, but only for local content. So on the website, the company capitalizes only on its main business: Berlin-related stories.

Applications for mobile devices

Another approach to building new revenue- even if these earnings are probably low and cannot fully finance a newspaper company – is providing apps for mobile devices, which offer more than traditional news content and have to be paid for by their users: Berliner Morgenpost offers iPhone and iPad apps. One of them focuses on tours in Berlin, where users find places for excursions. Another app provides historical pictures and information. While walking through the city, the app identifies sights nearby automatically and shows old views of buildings and places, as well as  information about events and persons related to this place. These apps for mobile devices show how a traditional news organization can diversify their offers and also potentially win new audiences, for example tourists.

“Reader reporters”

With the objective of focusing on regional topics, Berliner Morgenpost engages amateur journalists (so-called “reader reporters”) to write for their news website. Since 2012 these writers have reported on events, people, stories, etc. in their own district. Currently there are 26 reader reporters working for Berliner Morgenpost. The editorial staff edits and publishes their articles. This is an interesting approach towards hyperlocal journalism. Content becomes more authentic and gets closer to the readers’ interests. But one of the most important advantages for the newspaper (disadvantage for the reader reporters) is that they are not paid for their articles. Thereby Berliner Morgenpost not only reduces costs, but also benefits from new resources.

Changing methods of news gathering

Technological change also affects methods of news gathering. Berliner Morgenpost uses several devices and tools to adapt to new forms of news coverage. “The publisher provides the editorial staff with several smartphones and tablet computers”, says Dirk Nolde, former head of Berliner Morgenpost’s online department. “These devices are used for mobile reporting or live coverage.” As one of the most massive changes in journalism is the acceleration of the spread of news, the editorial department chooses specific events for mobile reporting, such as the Berlinale International Film Festival or the Berlin Fashion Week. A reporter not only does live coverage via Twitter, he also takes advantage of the iPhone camera and creates multimedia content, in combination with an external microphone. “The reporter uploads the video directly to YouTube, and afterwards an editor in the office revises and publishes it,”  says Nolde. Both the Twitter feed and the YouTube videos are embedded in the Morgenpost news website.

In order to figure out new opportunities and formats for news reporting, the Berliner Morgenpost online staff also tries out new applications and functions of devices. For example, they tested creating 360° panoramic photos of special events or places for the website. “There are always new things upcoming,”  says Nolde, “I think we will have to test new tools again and again, to find out which ones are useful for our work.”

 

The Berliner Morgenpost editorial staff not only creates content for the newspaper and the website, but also for several weblogs attending to certain topics. There is one blog for example which only covers the local Bundesliga soccer team Hertha BSC. “During press conferences and soccer matches, we fill this blog directly with content. For example, we embed iPhone photos via a WordPress application”, says Nolde.

These examples show that the online department of the traditional Berliner Morgenpost newspaper responds to technological changes in order to a) keep up with the speeding up of news and b) to try out new devices and tools in order to find out new forms of news presentation.

I think all kind of news organizations have to work to adapt to the changing media landscape. It seems to be a good approach to try out new devices and tools, and figure out which of them may enhance journalistic work or the journalistic product.

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International Paper Branches out on Social Media

By John Stevenson 

In recent years, many Fortune 500 companies have joined the social media community. Websites like Facebook and Twitter have undoubtedly “disrupted” the corporate world, especially those corporations who historically dealt more with businesses and suppliers rather than smartphone-wielding consumers.

However, International Paper’s (IP) activity on social media was mostly nonexistent, aside from a Twitter feed of job postings and a few pages for the company’s consumer-oriented brands. That changed in 2013, when the global leader in paper and packaging began a years-in-the-making launch of its companywide Facebook, Twitter and YouTube pages.

I joined IP’s marketing and communications team as an intern in January 2013 and was privileged to witness and assist with the development and execution of the Fortune 125 company’s social media rollout.

But why now? Why in 2013, years after the social media boom, did IP decide to plunge into the virtual domain of tweets, hashtags and timelines?

Consumers and businesses’ perception of the paper industry is complex, especially in regards to the environment. Unfortunately, numerous misconceptions exist surrounding the use of paper. These myths fuel anti-paper campaigns from entities who desire a paperless society. Since social media usage generally constitutes a two-way digital “conversation,” IP’s leaders were concerned that social media pages would give anti-paper advocates a public platform upon which to criticize the company.

But IP’s competitors were increasingly leveraging social media platforms to connect with customers and the general public.

“We needed to weigh the business value versus the potential risk,” said Jessica Savage, manager of IP’s social media initiatives and online marketing.

She began researching and learning about social media trends and best practices so that she could educate others at IP who did not see how something containing the word “social” could benefit a “business.”

Savage understood leaders’ wariness. However, she reminded them that the company “had to be okay with people saying negative things on [IP’s] social media pages” and that those messages “did not mean that [IP was] a bad company.”

“We had to provide education around the business application,” she said. “We showed them what other businesses were doing with social media.”

With extensive research and data from inside and outside of the company, IP’s social media team demonstrated how these tools could benefit the primarily business-to-business company.

“Eventually, we all felt the value did outweigh the potential for negativity or risk,” Savage said.

While social media pages would give paper-use critics a platform to voice their dislike of IP, those pages would give IP an opportunity to respond publically with fact and tact.

But IP had to be prepared to talk back. In a social-media brainstorming meeting in mid-2013, I recall one of my supervisors reminding the team that we could not respond to heated messages solely with fact. Fortunately, IP is a green-thinking business with an increasing focus on sustainability. The company has an abundance of facts and data to support their Earth-friendly efforts.

However, responding to a passionate (and upset) opponent of paper-use with mind-numbing data or statistics would not reflect the company’s investment in the environment. Therefore, IP’s social media team developed a strategy for responding to potential anti-paper messages.

In addition to telling IP’s sustainability story, Savage named the recruiting of young talent as an added bonus to IP’s social media accounts. She said that many young professionals are “looking for a company to be on social media.”

She added that IP’s social media pages also allow the company to share news items that are not “press-release worthy,” but still merit attention. She says Facebook and Twitter provide a great outlet for those “mid-level stories.”

Rather than simply avoid uncontrollable criticism on these public social media platforms, IP has put its best minds on the task of constructing a smart and thorough social media strategy that leverages the company’s respected name and brand in the digital world.

Savage notes that IP is rolling out its social media slowly and carefully, and that there is still much to do in this new digital frontier.

You can follow International Paper on the following social media platforms:

Facebook

Twitter

YouTube

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