31
Digital PR From challenges to opportunities Trends and benchmarks in digital PR and communications
Digital PR From challenges to opportunitiesTrends and benchmarks in digital PR and communications
2
Introduction 3
Executive summary 4
Methodology 5
Survey responses 6
Specialism 7
Content types and formats 10
Keeping up 11
Tools 13
Training 15
Measurement 16-17
Doing more with less 20
Creating and sharing 23
Looking ahead 27
Obstacles 29
Contact us 30
Contents
3
It’s a challenging yet exciting time to be a communicator. Compared to our predecessors, we’re expected to know more and do more than ever before.
Are you up for the challenge?
We’re delighted to bring you the second annual Mynewsdesk Digital PR Challenge, where we aim to uncover the challenges currently faced by modern communicators.
For greater depth and accuracy, we tripled the number of respondents from last year’s survey, and added new countries into the mix. This year, more than 1,000 communicators from around the world shared their experiences to help compile this report.
There are challenges aplenty, but with these challenges come exciting new opportunities to reshape your PR and communications strategies. To those who are ready to embrace these opportunities, I hope you share our excitement about your company’s path and the possibilities that lay ahead.
One thing is for sure, we cannot stay married to yesterday and we cannot be afraid of tomorrow.
Introduction
Jonathan Bean Chief Growth and Marketing Officer, Mynewsdesk @jonobean
4
Executive summary
Regardless of their location, communicators around the world face one main challenge – an ever-increasing workload.
For many people in the PR industry, it feels like new digital channels appear every day. Technology has forever changed the way brands communicate with customers, prospects, and each other, and communications experts are struggling to stay on top of their workload.
For many communicators, keeping up with changes to the media landscape is consuming more and more of their day.
This is evident from the statistics. Last year’s respondents said they planned to produce more video and blog posts, but this year’s results showed they didn’t follow through on their promise. We believe communicators are already stretched to the limit and simply don’t have time. To do their job effectively, they must work smarter – not harder – by developing a streamlined digital PR management strategy.
Other key findings
We’re expected to produce more content. However, we’ve not been given a corresponding
increase in budget. Just 23% of respondents said their budget has increased to reflect the requirement for more content.
�� �We�lack�quantifiable�ROI�evidence. The lack of an effective, standardised measure for ROI on
digital PR strategies makes it harder to establish credibility, and earn executive buy-in and increased budget.
�� �We’re�not�being�trained�how�to�use�new�digital�channels. Most of us are learning as we go and
pick up new technology and social media skills as required. Unfortunately, it’s a considerable drain on our time.
� �We�need�the�C-suite�to�place�more�trust�in�our�skills.�It’s still a challenge to publish and
disseminate content effectively. Inefficient internal approval processes undercut the main benefit of social media communication – speed.
Where should you focus your attention?
What are the most cost-effective and useful ways to publish and share your content?
And how can you quantify your return on investment (ROI)?
If we had to pick one key theme, it’s this: communicators must find better ways to effectively manage their time.
5
In July 2015, PR technology company Mynewsdesk surveyed 1,231 communications professionals on the digital challenges they face in their roles.
The survey was emailed to lists from Mynewsdesk in Sweden, the UK, Norway, Denmark and Singapore; plus lists from PR Report, an independent trade magazine in Germany.
The majority (63%) of respondents work in house and across a variety of sectors. Those in agencies described themselves as working across multiple sectors (11%).
As we see an increasing convergence of marketing, PR and communications responsibilities, it’s interesting to reflect that 47% defined their role as PR/Communications, 30% as Marketing, Digital Marketing or Content Marketing.
A strong representation of the challenges across various levels of experience is shown by 41% of respondents identifying themselves as managers or directors; 41% as junior or entry level professionals, and 18% other (such as independent consultants).
Representing a full range of sectors from consulting and professional services; technology and telecoms; finance and banking, to consumer goods, travel and tourism, recreation and sport and many more.
Special thanks to King Content for their assistance in producing the report.
Methodology
Which of the following best describes your current role?
How many people work at your organisation?
Which of the following best describes your PR focus?
FIGURE�1
FIGURE�3
FIGURE�2
47%
18%
14%
7%
6%4% 4%
PR / Communication Marketing Social Media Other Online Marketing Content Marketing Brand Management
2-50 People 51-200 People 201-500 People 501-1000 People 1001-5000 People 5000+ People
B2B B2C B2B & B2C Other
6%
32%
23%
39%
50%
20%
6%
7%
9%
9%
7
Specialism
Which of the following areas are you actively involved with in your role?
Social media and online content top the list in 2015.
55% of respondents in the UK Germany and Singapore are managing blogger and influencer relations, compared with 35% in Sweden, Norway and Denmark.
Last year, the top three results were social and digital, media relations, and online content. This year, we refined our definition to clearly delineate social media management from online content creation. This year, social media and online content topped the list, followed by media relations.
We noticed a wide variance between countries when it comes to managing blogger and influencer relations. Globally, 39% of respondents selected it as being an area in which they are actively involved. In the UK and Singapore, this activity rates much more highly (52%), while in the Nordic region (Denmark, Norway and Sweden) just 35% of respondents manage these relationships.
Socia
l med
iaOnli
ne co
ntent
Media
relati
ons
Multim
edia
conte
nt
(ie vi
deo,
audio
, imag
es)
Even
t Man
agem
ent
Mark
eting
Online
Adve
rtising
Searc
h Eng
ine O
ptimisa
tion (
SEO)
Blogge
r and
influ
ence
r relat
ions
Commun
ity m
anag
emen
t
73
81
60
39
54
49
20
4344
PERC
ENT
90
FIGURE 4
8
“ We will always work better with people in whom we invest time, and not just money, and this helps us to find new partnerships and new opportunities that are mutually beneficial. I expect my team to spend part of their time meeting media and partners, and not just tied to their desks.”
Blogger and Influencer outreach still rather neglected
Gaynor Reid VP Communications, Accor Hotels, Asia Pacific @AccorHotelsNews
9
“ Successful influencer outreach takes time, so be prepared for the long haul. I’m not a believer in adapting “spray and pray” techniques to influencer relations. Look for how you can be of value to your bloggers and influencers. Give without expecting a get right off the bat.
Content is central to good blogger/influencer outreach. It’s what you can use to build meaningful relationships; by providing value. So when you fold smart content into your influencer initiatives, you’re increasing the likelihood of building relationships with those influencers, because they start to know, and trust, your content... and you.”
Blogger and Influencer outreach still rather neglected
Shonali Burke Social PR Strategist and Founder #measurePR @shonali
10
Contents types and formats
Which types of content have you, or your team, produced in the last 12 months, and how often?
Despite plans to produce more content, many of us are yet to do so.
65% of respondents rarely or never create video.
The majority of people we surveyed are producing social media content daily or weekly. However, almost a quarter of respondents (24%) still only produce social media content once a month or less.
This is worth noting because the social media ecosystem is such a critical part of the dialogue between a company and its customers. In last year’s survey, 88% of respondents said they expect to produce more social media content this year.
We also found that 65% of respondents rarely or never create video, despite 83% saying last year that they intended to rectify this situation by producing more. And over half rarely or never blog, despite 60% of last year’s respondents saying they plan to blog more frequently.
With everyone saying they are expected to work across more areas than ever before (see figure 6), perhaps communicators simply haven’t had time to implement these changes.
“ Over 50% of respondents rarely or never blog”
FIGURE�5�
Daily
Weekly
Monthly
Rarely
Never
Press releases
White papers
Social media
Video
Live webinars
Audio/podcasts
Infographics
Presentations
Images
Interactive content
Blog posts
Events
PERCENT
32 41 22 5
13144438
13 37 3974
0.372847.717
74 19 6 0.7
141282.8
44 33.4 16 6 0.6
52142239
5 11 28 35 21
513213427
21 20 20 4
27354610
35
0.3
0.2
0
11
Keeping up
Our biggest challenge? Working out where to dedicate PR resources.
84% are working across more areas than ever before.
Half of global communicators we surveyed agreed that it was a challenge to work out where to allocate PR resources for maximum impact. As digital channels continue to multiply, and in the absence of a consistent method for tracking digital ROI, it’s not surprising to find communicators struggling with this issue.
As these percentages also show, many respondents are struggling to keep up to date across different disciplines, and are working across more areas than ever before. Put simply, we’re all being stretched to our limit.
How strongly do you agree or disagree with each of the following statements?
FIGURE�6�
PERCENT
36
20
22
18
2050199
4026
1982
2
7 21 25 32 15
13
49
4720113
3
481221I‘m now working across more areas than ever before
I‘m worried about keeping up to date across many different disciplines
The task of managing social media channels is making increasing demands on my time
It is a struggle to manage my workload
One of my biggest challenges is working out where to dedicate PR resources for maximum impact
I‘m worried the competition will be doing more innovative work than us
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
67% are worried about keeping up to date across so many different disciplines”
12
“ It’s more about return on objective approach than a one size fits all formula to measure impact. Customization is the key as a framework to measure lead generation will look a lot different than measuring brand lift or awareness.
The reality is that there’s no one or two metrics that everyone should be looking at. It really depends on what you’re trying to accomplish.
The start to a solid measurement framework starts with correlating engagement metrics to the the success of your ultimate goal.
For example, we’ve found that brand lift with readers who spend more than 3 minutes with our content is twice that of those who spent less than 1 minute. As you start to correlate initial actions that have a clear impact on the primary KPI, you can begin to understand what to optimize out of the gate that’s going to pay off the long-term goal.
Creating a content score or index for your content is also an effective way to build a customized and comprehensive way to measure performance. You can do this by identifying the top 3-5 metrics that drive your primary KPI and weigh them accordingly with specific values that map to their importance. An email sign up may have a high impact value of 5 points where a social share may have a lower impact value of 2.”
Trouble proving ROI and knowing where to dedicate resource for maximum impact
Luke Kintigh Global Content and Media Strategist, Intel @lukekintigh
13
Tools
We’re working with a range of different tools to manage and measure digital communications activities.
The use of online newsroom platforms has increased from 20% to 42% since 2014.
Compared to last year, it seems fewer communicators are using content management systems (CMS) to manage their communications activities. In 2014, 46% of respondents said they used one, compared to 27% in 2015.
It’s also worth noting the drop in the use of web analytics (76% in 2014 down to 59% in 2015) and the rise in use of online newsroom platforms (20% in 2014 up to 42% in 2015).
This platform consolidation is likely one of the factors contributing to the decreasing use of standalone web analytics and CMS tools, given newsroom tools have both analytics and CMS functionality built in.
Which platforms and tools are you using to manage and measure digital communication?
Online
med
ia mon
itorin
g
Socia
l med
ia mon
itorin
gWeb
analy
tics
Online
newsro
om pl
atform
med
ia mon
itorin
g
Socia
l med
ia man
agem
ent
Media
datab
ase
analy
tics
Conten
t man
agem
ent s
ystem
Journ
alist
reque
st sy
stem
Featu
re tra
cking
Other (p
lease
spec
ify)
Marketi
ng tra
cking
or
autom
ation
syste
m
33
68
41
65
9
18
27
42
35
59
28
35
PERC
ENT
“ Only 27% are using a CMS to manage their communications activities”
FIGURE 7
15
Training
How do the following statements apply to your role?
We’re learning as we go.
Less than 25% have been given training in the channels they are using.
We asked respondents to rate how applicable these five statements are to their current situation.
Most of us are still learning as we go and pick up new technology and social media skills as required. Less than a quarter of respondents said they’ve been given training in new channels for which they are now responsible.
This lack of training is a concern for global communicators as it inevitably causes stress. It also means everyone takes longer to perform tasks. On the positive side, it means most communicators are in the same situation. But those of us who receive training and up-skill quickly will have a significant advantage in being able to work more efficiently.
“ Less than 25% have been given training in new channels”
FIGURE�8
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
I feel under pressure to be on more
platforms
I‘m learning as I go rather than before I
start work in an area
I‘m expected to take on new channels
without any training
I get external training on new channels and
disciplines
I have been given training for each of the new
channels I‘m responsible for
111
20
42
24
91
22
41
25
28
19
48
21
310
24
47
15
111
26
49
11
PERCENT
16
Measurement
Which do you use to measure your digital and social activities?
We’re still struggling to track the impact of our activities from campaign to revenue.
Financial ROI is only used as a measure of success by 18% of respondents.
An overwhelming majority (91%) of respondents rely on content views to measure the effectiveness of digital and social activities. Online and social mentions also rate highly at 66%, as do new subscribers/followers (65%). This top three is the same as last year’s survey.
But how meaningful are these metrics? It seems that communicators are still struggling to quantify the ROI of digital and social activities. This is creating a hurdle to gaining buy-in from C-level executives.
When measuring the outcomes of their work, financial return is only used as a measurement of success by 18% of respondents. A possible reason for such a low number is the inherent complexity of tracking the impact of communications and PR activity from campaign to revenue. Many communicators are strongly against financial ROI as a metric, believing that it doesn’t measure the full effectiveness of their efforts.
Dominique Hanssens, Professor of Marketing at UCLA’s Anderson School of Management, believes most people in marketing misuse the term ROI – which ultimately relates to a one-off investment. “But is marketing a one-time capital project?” she asks.
The Barcelona principles outlined by AMEC, the international association for the measurement and evaluation of communication, provide a useful framework for communicators to approach the impact of their activities. The updated principles are on the next page.
Conten
t view
s and
visit
ors
Online
/socia
l men
tions
,
likes &
favo
urites
New su
bscri
bers/
follow
ers
Media
‘pick
-up’ o
r cov
erage
Socia
l sha
res &
retwee
ts
Searc
h eng
ine ra
nking
s Cus
tomer
satis
factio
n
Custom
er en
gage
ment
Brand s
entim
ent
Sales
lead
s gen
erated
Commun
ity en
gage
ment
Finan
cial re
turn o
n inv
estm
ent
Other
43
3
37
18
26
19
40
53
65
43
50
66
90
PERC
ENT
FIGURE�9
17
Measurement
Barcelona Principles: 2015 updatePrinciple 1
● From: Importance of Goal Setting and Measurement ● To: Goal Setting and Measurement are Fundamental
to Communication and Public Relations
While the Barcelona Principles were intended to provide a foundation for PR programs, the updated Principles recognize that they can also be applied to the larger communication function of any organization, government, company or brand globally. In fact, measurement, evaluation and goal-setting should be holistic across media and paid, earned, owned and shared channels.
Principle 2
● From: Measuring the Effect on Outcomes is Preferred to Measuring Outputs
● To: Measuring Communication Outcomes is Recommended Versus Only Measuring Outputs
The updated Principle is more encompassing of the role of qualitative methods. While the original Principle stated quantitative methods of measuring outcomes were “often preferable,” the updated Principle recognizes that the use of qualitative methods (along with quantitative) should be used as appropriate. The updated Principle also specifically calls out advocacy as an outcome that can (and should) be measured.
Principle 3
● From: The Effect on Business Results Can and Should Be Measured Where Possible
● To: The Effect on Organizational Performance Can and Should Be Measured Where Possible
The updated Principle emphasizes that communications impact more than just business results; rather communications can impact the overall performance of an organization. To do this, organizations must have, and practitioners must understand, integrated marketing and communication models. The PR channel does not exist in a silo, nor should PR measures.
Principle 4
● From: Media Measurement Requires Quantity and Quality
● To: Measurement and Evaluation Require Both Qualitative and Quantitative Methods
The updated Principle recognizes that qualitative measures are often needed in order to explain “the why” behind the quantitative outcomes. In addition, the updated Principle reminds practitioners that to be truly objective, we need focus on measuring performance (be it positive, negative or neutral), and avoid making assumptions that results will always be positive or “successful.”
Principle 5
● From: AVEs are not the Value of Public Relations ● To: AVEs are not the Value of Communications
The updated Principle continues to underline that Advertising Value Equivalents (AVEs) measure the cost of media space or time and do not measure the value of PR orcommunication, media content, earned media, etc.
Principle 6
● From: Social Media Can and Should be Measured ● To: Social Media Can and Should be Measured
Consistently with Other Media Channels
The updated Principle recognizes that social media measurement tools have evolved to a point where there is greater potential for consistent measurement on engagement, along with quantity and quality.
Principle 7
● From: Transparency and Replicability are Paramount to Sound Measurement
● To: Measurement and Evaluation Should be Transparent, Consistent and Valid
In the spirit of integrity, honesty and openness, the updated Principle includes more specific guidance valid quantitative and qualitative methods in an effort to ensure quantitative methods are reliable and replicable and qualitative methods are trustworthy.
(source: http://amecorg.com/how-the-barcelona-principles-have-been-updated/)
18
David Rockland Partner, Ketchum and Chair, AMEC ‘Barelona Principles 2.0’ working group
“ In 2010, the development of the Barcelona Principles was a powerful moment in time in the development of public relations.
The original set of principles was never intended to be a final or complete solution, but simply a place for us to start.
What AMEC and our partners have now done is refresh the Barcelona Principles to reflect the significant changes we have seen in the media landscape and the emergence of integrated communications.”
Trouble proving ROI and knowing where to dedicate resource for maximum impact
19
“�The�ROI�depends�on�what�the�goal�is?�Is�the�goal�to�create�more�qualified�leads? Is it to sell more at time of sale? Is it to keep customers longer? First, identify what the goal is. Then we can start to build a number of lower-level�and�higher-level�metrics�that�build�the�case.�Does�more�traffic�lead to more shares lead to more subscriptions? Do subscribers lead to customers staying longer or buying more?”
Joe Pulizzi Founder, Content Marketing Institute and Author, Content Inc @joepulizzi
Trouble proving ROI and knowing where to dedicate resource for maximum impact
20
Doing more with less
How do each of the following apply to your role?
We’re expected to create more content with the same budget.
The need to ‘do more with less’ in the digital PR space is a dilemma facing many communicators today.
47% of respondents said they are expected to produce more content than 12 months ago, but without a corresponding increase in budget. Just 23% said their budget has increased to meet the requirement for more content.
This growing demand for content is a result of the ever-increasing number of digital and social channels modern communicators are required to use and monitor. For example, five years ago it might have been enough for a communicator to be on Facebook, Twitter and YouTube. Today, PR experts are expected to be across a wider array of channels including video sites like Vine, and visual sites such as Instagram, Pinterest, SlideShare and Tumblr.
FIGURE�10
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
I’m expected to produce more content than 12 months ago and the budget has
increased to reflect this.
I’m expected to produce more content than 12 months ago but my
budget has not increased.
The level of content I am asked to produce has not increased over the last
12 months.
12
3
27
35
22
19
4
33
32
11
12
35
31
16
6
“ Only 23% say their budget has increased to meet the requirement for more content”
PERCENT
21
Rebecca Lieb Strategic Digital Marketing and Media Advisor, @lieblink
“ I use a Thanksgiving analogy. You cook up this giant bird to serve up...you are going to be repurposing this bird as leftovers for quite some time creating everything from sandwiches, to soups, and more. Your content marketing strategy can be thought of in the same way.”
Struggling to do more content with the same resource
22
“ Well, first off, even though communicators “believe” they need more content, they actually might not. Those brands on a budget should focus less on publishing everywhere and more on being great in one particular channel around one particular niche and build an audience there. Our goal is never to create more content, but to create the minimum amount of content that has the maximum amount of impact.”
Joe Pulizzi Founder, Content Marketing Institute and Author, Content Inc @joepulizzi
Struggling to do more content with the same resource
23
Creating and sharing
How strongly do you agree or disagree with these statements about creating and sharing content?
Publishing and disseminating content effectively is still a challenge.
We asked communications specialists whether they agreed with the following statements on creating and sharing content.
Three-quarters�of�all�respondents�agreed�it�was�not�always�easy�to�determine�what�type�of�content�delivers�the�most�effective�ROI.
An overwhelming majority also agreed that it was a challenge to publish and disseminate content in the most effective way. One common hurdle is the inefficiency of internal approval processes, which 45% of respondents said gets in the way of getting content ‘out there’ quickly.
The message is clear – companies making the most of digital PR trust their communicators and as such, they don’t have lengthy internal approval processes. Trust is vital for an effective, timely and relevant digital PR strategy.
FIGURE�11
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
PERCENT
45% struggle with inefficient approval processes.
It is not always easy to determine what type of content delivers most effective return for the resources invested in producing it
Our approvals process can get in the way of getting content ‛out there’ quickly
We are focusing more on video and image-led content than previously
The need to produce visual content is placing a strain on PR budgets
It can be a challenge to publish and disseminate content in the most effective way
It is not easy to work out which channels provide the highest engagement for different types of content
It is a challenge to identify and engage with the most important influencers
It is a challenge to make sure our content is optimised for the mobile web
1362.51860.5
14 24 16 31 15
154823113
1
1
2
6 22 34 31 7
1862145
13 20 53 13
1451267
7 22 30 34 7
24
“�You�have�to�find�true�equilibrium�between�distribution�and�production�to�be�successful�at�content�marketing.�The�field�of�dreams�approach�will�fail�98% of the time. Your job is just beginning after you click publish. I would go as far to say your time and money should be split 50/50 between production and distribution; if you’re spending 2 hours writing, spend two hours hustling for links and seeding your content. If you spent $500 in production, spend $500 promoting the content. The bottom line is you have to think about activation of your content as much or more than the idea�of�it.�When�it�comes�to�influencer�engagement,�the�most�effective�tactic is to pull them directly into your content as a source or featured expert. The chances of them amplifying content that they participate in is much higher than an unsolicited tweet or email to share a link. Building in influencer�identification�and�follow�up�into�your�workflow�is�also�crucial�to�having a proactive distribution strategy.”
Reaching the right audience with content is still a challenge
Luke Kintigh Global Content and Media Strategist, Intel @lukekintigh
25
Carlos Menezes Managing Director, Quirk (speaking at futurecomms 2015)
“ There are 3 ways of doing this: 1. making sure your site and your content, is visible within search engines 2. making sure it’s relevent to whomever is searching for it in the first place 3. making sure it’s got more authority than anyone else who’s trying to
rank for the same subject.”
Reaching the right audience with content is still a challenge
27
Looking ahead
Which types of content do you expect to produce more of in the next year?
We need to better manage our time.
85% expect to produce more social media content.
In 2016 and beyond, 85% of communicators expect to create more social media posts and 83% expect to produce more video. But is this a realistic goal?
A comparison to last year’s survey reveals that although many communicators stated their intention to create more content, very few actually did. Considering the increase in workload, this is not surprising.
Communicators are being asked to produce more content but aren’t being given more budget to do so. Coupled with the fact that many people are struggling to manage an ever-increasing number of digital channels, it may not be possible for communicators to deliver on their promise, unless they find better ways to manage their time.
These results also reveal that very few communicators plan to produce webinars and audio/podcasts in the coming year. For some companies, this may be an opportunity worth exploiting. Communicators should consider producing these types of content to differentiate their digital PR strategy from the pack.
Socia
l med
ia po
sts
Video
Imag
esInf
ograp
hics
Pres
s rele
ases
Blog po
stsInt
eracti
ve co
ntent
(e.g.
quizz
es, g
ames
, calc
ulator
s)
Even
tsPr
esen
tation
sWhit
e pap
ersAu
dio/po
dcas
ts
Webina
rs
39
63
43
69
38
66
24
18
8385
27
65
PERC
ENT
FIGURE�12
28
Looking ahead
Which content do you expect to create more of in the next 12 months?
FIGURE�13
Germany UK Norway Sweden
89
74
84
92
8583
69
65
84
6260
43
78
65
60
65
PERC
ENT
Social Video Images Press releases
Comparison of 4 language markets
29
Obstacles
It’s getting harder to meet stakeholder expectations.
We asked respondents to list, in their own words, their top three challenges. Among the most frequently cited were a lack of time, budget, human resources and training.
Other major challenges were respondents’ inability to gain buy-in and support for digital PR initiatives from senior management, and an inability to keep up with the rapid pace of development in the digital space.
These challenges were all cited in last year’s report, which shows that the situation for communicators hasn’t improved. If anything, it’s getting harder to meet and exceed the expectations of internal and external stakeholders.
To successfully overcome these challenges, communicators must adapt to survive. They should consolidate the management of digital communications to ensure they can ‘do more with less’, and streamline their content creation, dissemination and budgeting processes.
By proving their effectiveness, communicators may be able to attract senior management buy-in, which will be crucial to the ongoing success of your digital PR strategy, and the company as a whole.
“ lack of time, budget, human resources and training”
30
Embrace the digital PR challenge with Mydeskdesk
Mynewsdesk thanks all 1,231 respondents who took part in this survey. Without your assistance, this report would not have been possible.
About Mynewsdesk
Mynewsdesk is the leading PR workflow and newsroom platform.
Over 5,000 brands as diverse as: Allianz, Sony, The Body Shop, The Absolut Company, Ford, Virgin Trains, HTC, Accor Hotels and Toshiba use Mynewsdesk to publish and distribute their content, achieve greater visibility across search and social, and to connect with key journalists and influencers.
If you’d like to see how our newsrooms can enhance and simplify your communications strategy, get in touch by any of the below or pop into our office for a coffee and a chat.
Sweden:� +46� (0)�850�900�201UK:�� +44� (0)�20�7645�2355Norway:�� +47� (0)�2200�1019Germany:�� +49� (0)�341/350�587-77Demark:�� +45� (0)�3812�3630Singapore:��+65� (0)�6557�0028
@mynewsdesk
Enjoyed reading this?
Sharing is caring, so click to tweet this report!
Sweden (Stockholm)Website www.mynewsdesk.com/seNewsroom www.mynewsdesk.com/se/mynewsdeskTelephone +46 (0) 8-50 900 201Email [email protected] Mynewsdesk Sweden, Rosenlundsgatan 40, 118 53 Stockholm
UK (London)Website www.mynewsdesk.com/ukNewsroom www.mynewsdesk.com/uk/mynewsdeskTelephone +44 (0) 20 7645 2355Email [email protected] Mynewsdesk UK, 125 Wood Street, 7th floor, EC2V 7AN London
Germany (Berlin)Website www.mynewsdesk.com/deNewsroom www.mynewsdesk.com/de/mynewsdeskTelephone +49 (0) 341/350 587-77Email [email protected] Mynewsdesk GmbH, Ritterstrasse 12-14, 10969 Berlin
SingaporeWebsite www.mynewsdesk.com/sgNewsroom www.mynewsdesk.com/sg/mynewsdeskTelephone +65 (0) 6557 0028Email [email protected] Mynewsdesk Singapore, 20 Upper Circular Road, The Riverwalk # 04-04 Singapore
Denmark (København)Website www.mynewsdesk.com/dk Newsroom www.mynewsdesk.com/dk/mynewsdeskTelephone +45 (0) 3812 3630Email [email protected] Mynewsdesk Denmark, Nordre Fasanvej 113-115 3. th., 2000 Frederiksberg
Norway (Oslo)Website www.mynewsdesk.com/no Newsroom www.mynewsdesk.com/no/mynewsdeskTelephone +47 (0) 2200 1019Email [email protected] Address Mynewsdesk Norway, NHST Media Group, Christian Krohgs gate 16, PO Box 1182 Sentrum, 0107 Oslo
Finland (Helsinki)Website www.mynewsdesk.com/fiNewsroom www.mynewsdesk.com/fi/mynewsdeskTelephone +358 (0) 9 4250 550Email [email protected] Address Mynewsdesk Finland, Viestintätoimisto Deski Oy, Vilhonvuorenkatu 11 C, 00500 Helsinki
Keep in touch
