1. 1© HENRY STEWART PUBLICATIONS 2397-0626 JOURNAL OF EDUCATION ADVANCEMENT AND MARKETING VOL. 1, NO. 2, 000–000 SPRING 2016
Dean Gould
The evolution of brand
journalism and its natural fit
with university marketing
Received (in revised form): 1st March, 2016
DEAN GOULD
is the director of the Office of Marketing and Communications at Griffith University, Australia. He has been a
media professional for more than 20 years, spending much of his career as a journalist and editor. Dean has been
at the forefront of communications and media developments throughout that time, launching new digital and web
products while pioneering different technology applications in newsrooms and marketing teams. He is focused on the
ever-shifting communications behaviours of the consumer and how they can be met through innovative and nimble
marketing approaches.
Abstract
Brand journalism is an increasingly used term among marketers but it is largely misrepresented. It is
more than using the story-telling skills of journalists to hone a public relations pitch. Brand journalism is
a challenge for an organisation to meet consumer information needs in an area in which the brand can
be reasonably positioned as providing expert commentary. Universities are ideally placed to spearhead
this evolution of mainstream journalism because of their established commitment to the public good and
their natural affinity to editorial independence through the culture of academic freedom.
Keywords
brand journalism, marketing, content marketing, university marketing, editorial, public relations
Dean Gould,
Griffith University,
Gold Coast Campus,
The Chancellery (G34) Room 2.07,
QLD 4222,
Australia
Tel: +61 7 555 27844;
E-mail: d.gould@griffith.edu.au
INTRODUCTION
Marketing has had many strange bed-
fellows over time. ‘Brand journalism’ is
simply one more relationship shared by
this most promiscuous of disciplines. But
let us not rush into a definition of ‘brand
journalism’ straight off, because the context
of the rise of this new content marketing
tool is necessary to properly inform that
definition.
Marketing has embraced new channels
and platforms, usually made available
through the creation of a broader oppor-
tunity. Newspapers, for example, were
published for editorial reasons and
advertising piggy-backed those audiences;
the telephone was not invented for call
centres but telemarketing arose out of its
use; and the internet was created with the
purest of intentions but is now awash with
marketing messages.
The singular difference in the advent
of brand journalism as a marketing tactic
is that it has evolved out of the demise, or
at least malaise, of 21st-century journalism.
ARISING FROM
JOURNALISM’S ASHES
The news media industry worldwide has
been struck by massive cost reductions,
redundancies and closures since 2005,
accelerating after the global financial
crisis of 2008. Just this year The Independent
newspaper in the UK announced that it
will cease publishing a print issue and, in
Australia a major media company, APN
News Media, has dozens of newspapers
and websites on the market. Part of this has
been due to external economic impacts but
much has also been attributed to the
structural change within the industry as
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audiences fracture, news consumption
habits shift and delivery channels evolve
at increasingly rapid intervals.
The News and Media Research Centre
at the University of Canberra provides an
analysis that ‘depicts a depressing picture
of an industry being overwhelmed by
enormous pressures and struggling to adjust
to the new competitive environment’1
in its ‘State of the Newspaper Industry
in Australia, 2013’ report. The National
Union of Journalists in the UK cites:
‘more than 300 local newspapers have
been closed in the past ten years.’2
And
from the USA: ‘as life shattering as job
losses may be for journalists, they aren’t
our prime concern here. It’s the news
poverty we — readers — are experiencing.
If we project the recent decline forward,
we’ll have one-half the number of daily
journalists working in 2016 or 2017 as we
did 16 years ago.’3
It is this dramatic recalibration of
media that has fuelled the rise of ‘brand
journalism’, which is best described as
a journalistic-style content created by a
non-traditional organisation in a way that
meets an audience information demand
and reasonably positions that organisation
as providing sustained, expert commentary.
With reduced outlets available to publish
organisations’ news and content, they
have started to use their own channels,
to create their own audiences, to build
their own newsrooms, to study their own
metrics and to employ their own journalists.
It may have started as ‘public relations’,
been redefined as ‘communications’ and
emboldened as ‘content marketing’, but now
the most advanced examples of it have
evolvedtocallthemselves‘brand journalism’.
One of the oldest and most enduring
illustrations of brand journalism is the
National Geographic magazine, which builds
compelling content around the idea of
environmental awareness. A more recent
example is Red Bull which now runs its
own media service associated with extreme
sports.
Both will be explored in more detail,
but it is important to note here that brand
journalism is not a replacement for bona
fide media coverage. There is still value
in independent media embracing a story
offered up by an organisation as worthy
of being included in the nightly news
bulletin or daily publication (for as long
as they exist!). That third-party, objective
endorsement based on the genuine news
value of a story retains importance. It is
simply harder to come by. Syndicated
content and centralised distribution fill
the radio and television news bulletins and
the pages of newspapers and magazines
(in print and online). The journalists at
the front line are invariably overworked
or stressed and less able to devote time to
anything but the basics.
UNIVERSITIES’ BRAND
JOURNALISM COMPETITIVE
EDGE
Universities have had and continue to
have generally strong and positive rela-
tionships with the news media. They are
interesting organisations, full of com-
plexity and politics; they produce great
stories through their research and they
are often influential corporate citizens —
so they have rich, inherent news value.
That is one of the key reasons why brand
journalism is particularly pertinent to
universities. They offer genuine content,
often across multiple disciplines rather than
as a singular product.
Brand journalism is still being explored
as a concept, so the definitions being touted
across marketing circles are not necessarily
consistent. Many confuse ‘journalism’
with storytelling. There is no doubt that
effective storytelling is important and an
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essential marketing tool. But done well,
that is just good writing. It does not nec-
essarily relate to journalism and so should
not be bundled into the new definitions
any more than traditional journalism
is coupled with text book writing.
Storytelling is terrific but that is not what
we see emerging with brand journalism.
Others are relabelling old-school public
relations (PR) as brand journalism. It is
not. Good PR is able to leverage that
third-party endorsement mentioned earlier
but it is not brand journalism.
‘With brand journalism, you’re using
your brand expertise to position yourself
as an authoritative resource. Instead of
promoting your products, you’re educat-
ing and informing consumers about an
aspect of the lifestyle [topic] you promote.’4
Many journalists and journalism educators
might find this unpalatable. Journalism
is supposed to be unsullied by brands.
It is supposed to be independent and
objective, unable to be bought off by
corporate or commercial interests. That
is the vision conjured by Joseph Pulitzer
at the turn of the 20th century when he
spoke of the essence of journalism, and
it is still upheld as a principle today. The
Fairfax Media Group’s editorial inde-
pendence charter says, in part: ‘That
the proprietor(s) acknowledge that jour-
nalists, artists and photographers must
record the affairs of the city, state, nation
and the world fairly, fully and regardless
of any commercial, political or personal
interests, including those of any propri-
etors, shareholders or board members.’5
The problem is that most media out-
lets have permitted those journalistic
principles to be diluted. Newspaper lift-
outs on real estate contain nothing but
glowing reports about properties to buy;
broadcasters deliver serious-faced stories
about who might win the network’s next
reality TV show (as though it is news);
insurance companies sponsor documenta-
ries on floods and storms; media owners’
political preferences are enunciated
with vigour during election campaigns.
Journalism has been wallowing in the grey
area between black and white for many
years. And if we delve too deeply into
the manufacture of news we could well
find ‘the elite domination of the media
and the marginalisation of dissidents …
occurs so naturally that media news
people, frequently operating with com-
plete integrity and goodwill, are able to
convince themselves that they choose
and interpret news “objectively” and on
the basis of professional news values’ but
inevitably leading to a ‘pattern of manip-
ulation and systematic bias’.6
Traditional
journalism seems to have vacated the
high moral ground some time ago.
That is not to say that just because
conventional journalism has hit hard
times that this sets a new lower bench-
mark for glorified PR to become a new
stylised and self-labelled brand journalism.
That is not the case at all.
The centrepiece of brand journalism is
sustainable expertise in a topic or subject
area that the organisation can reasonably
occupy. Words like ‘credibility’ and ‘con-
sistency’ that were once held to the bosom
of journalists are now the pillars of the
bastard child, brand journalism. Indeed,
brand journalism steps into a void perhaps
created by traditional journalism’s current
inability to be all that it would like to be.
WHY BRAND JOURNALISM
HAS FLOURISHED
However this consumer need arose, there
is a new desire among our information-
thirsty communities to seek the sort of
content that brand journalism delivers.
‘Brand publishing is now a staple of the
modern marketing diet. This is why the
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term “brand newsroom” has been floating
around advertising circles … — brands
have recognised that in a social-media
world, telling true stories is a better way to
win hearts and minds than interrupting
people with ads.’7
There are some impressive examples
of brand journalism well and truly active
across the world. Major sporting organi-
sations have led the way in many respects.
Major League Baseball, the English
Premier League and the Australian Football
League operate compelling news services
covering all aspects of their sport. They
employ hundreds of journalists and pro-
ducers between them and by and large
cover their sport or their ‘brand’ warts
and all. ‘Consumers don’t really care
who’s publishing as long as the content is
impartial and consistent.’8
There are also other publishers in more
diverse and competitive environments
worth highlighting.
●● ANZ Bank launched its Blue Notes
financial news website (https://blue-
notes.anz.com) in Australia in 2014 and
has steadily grown its subscriber base.
Its mix of news, opinion and analysis
follows a structure and gravitas that any
self-respecting financial news website
would be proud of. It is clearly branded
as ANZ and the commentary features
the key figures from the bank but not
exclusively. For the elite financial target
market Blue Notes is chasing, only
authentic, original content will do.
●● Birchbox (https://www.birchbox.com/
magazine) is a global online beauty store
based in New York, but it also provides
leading content for its target market. It
is the other end of the scale from Blue
Notes. It provides a sharp catalogue
shopping experience but it also has
significant content about how to use the
beauty products and what the common
pitfalls and advantages are, along with
the latest trends. It is a destination for
the reader that allows him or her to
look at the products, see how they are
best used and access style information.
‘Much consumer journalism is essentially
a recommendations engine. Link that
engine with the ability to act on the
advice given and you have a solid business
model.’9
●● Red Bull, mentioned earlier, is the
golden child of content marketing
(http://www.redbull.com/au/en). This
company now makes more money out
of its media and events than it does out of
its energy drinks. It has positioned itself
in the adrenaline and extreme sports
market. It produces stories, videos, blogs
and images across the sports, events and
music that it wants to be aligned to. It
even offers the Red Bull Content Pool
of high-quality images, video, articles
and interviews to mainstream media —
thus ensuring that the Red Bull branded
journalism seeps into the traditional
newsrooms.
●● National Geographic (www.national-
geographic.com), as already stated, is
perhaps one of the oldest and yet most
overlooked examples of brand journalism.
The National Geographic Society is a
non-profit organisation and its mission is
not to publish a magazine (as it has done
since 1888) but to preserve and protect
the planet. ‘Together with our donors
and partners, we’ve helped protect
3 million square kilometers of critical
ocean habitat, built 262 bomas to protect
big cats, and made almost 12,000 grants
to scientists and others in the field’, says
its website.10
To promote that cause —
that brand — it produces content …
lots of it. National Geographic magazine
is famous for its breath-taking imagery.
But it now has its own television channel,
websites,smartphone apps,books,movies
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and a travel company,and all of it gener-
ates and perpetuates content. Like Red
Bull, it also creates a revenue stream via
its brand journalism, because the con-
sumer is willing to pay for this varied
and authentic content that moves from
neuroscience on one page to desert wildlife
on the other.The key is in the quality
— impartial, consistent, authoritative.
Returning to the definition of brand
journalism we used earlier, National
Geographic is a classic example of ‘using
your brand expertise to position yourself
as an authoritative resource’.
WHY UNIVERSITIES FITTHE
NEW WORLD SO WELL
It is into this compelling area of diverse
content that universities fit so well. Some
worthwhile examples of brand journal-
ism emerging among higher education
institutions include:
●● Harvard Business Review showcases
brand journalism at its best. Its reputation
is well-established as a world-leading
publisher of business, management and
leadership news and discovery. HBR
began publishing in 1994 and is wholly
owned by Harvard University. It bravely
discusses global business issues, uses
contributors and commentators from
across the world, and employs 350 edi-
torial staff across its many platforms
and subsidiaries.11
Yet it unashamedly
promotes Harvard products across its
websites, Harvard academics feature
among the content, and it has helped
take the brand name of ‘Harvard’
across the world (as if it needed help).
It has turned the authority and expertise
of the Harvard Business School into
a highly branded leading source of
journalism. Not all brand journalism
will reach the heights of HBR but it
is a worthy aspirational goal that could
help keep the emerging discipline on a
focused pathway and out of the mire of
relabelled public relations.
●● University of Melbourne launched
‘Pursuit’ in 2015 as an online platform
to share the impact and breadth of its
research(https://pursuit.unimelb.edu.au/).
Vice Chancellor Professor Glynn Davis
said at the time of the launch,‘as a public-
spirited institution … it is important
we share the impact and outcomes of our
work with the community, locally and
further afield’.12
Many universities pub-
lish stories about research, but Pursuit
wraps them in a more topical delivery,
often complementing the daily news
cycle.It is a content destination in its own
right. Significantly, one of Australia’s
leading journalists and editors, Phil
Gardner, heads up Pursuit, which was
labelled the ‘boldest step’ in marketing
by University of Melbourne. It does
not have 350 journalists like HBR, but
it does indicate substantial investment.
Pursuit evolved out of the university’s
latest marketing campaign ‘When Great
Minds Collide’, and is complemented
by advertising, print, and online and
social media arms.
●● Griffith University created its ‘Know
More In Sixty Seconds’13
campaign in
2014 and to date has more than 80 one-
minute video vignettes posted that
have received more than 400,000 views.
Like Pursuit, ‘Know More In Sixty
Seconds’ was part of a wider ‘Know
More. Do More’ campaign that inte-
grated multiple marketing channels.The
essence of the 60-second videos is to
encourage knowledge as a shareable
commodity and to market the breadth
and intellectual dynamism that a university
offers. Each one-minute delivery hones
in on an interesting fact, ranging from
the physics of a sunset to the demise
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of the Easter Island peoples to what
happens to online accounts after death.
They are akin to micro-news features
and are delivered by academics, students
and alumni, with plans to extend them
further into the community.The videos
use Griffith colours and have modest
branding, in a similar fashion to ANZ
Blue Notes, but they do not overtly
promote the university’s wares. It is the
content that delivers the message.
These university-based examples, like
the other non-university endeavours, are
much more than an organisation talking
about itself. In each case, the team behind
the brand journalism targets audiences,
gets to know the demographics of its
readers/viewers, and crafts messages by
channel, by topic, by design to best suit
the various audience segments. They are
immersed in the pursuit of engaged com-
munities and, in many cases, are juggling
content around multiple communities
and channels, just like a regular news-
room. ‘If you do brand journalism for a
big corporation, you’ll probably find that
you have many different audiences and
that they have different needs at different
times, so the brand journalism you produce
for them must be carefully targeted and
developed from an understanding of
not just who they are but what they are
interested in at a given time.’14
Univer-
sities could be seen as ‘big corporations’
in many respects and they offer such
diverse content and use of channels that
audience segmentation is part and parcel
of their daily marketing conversations.
But it is not content alone that makes
brand journalism an enticing channel
for universities. There are other powerful
cultural reasons that draw the two
together. Universities and journalism share
a commitment to a greater good and a
belief in independent thought.
The first cultural driver can be referred
back to Professor Davis’s comment about
his university being a ‘public-spirited
institution’. Most universities would hold
to similar principles and see the value in
investing in public discourse. They have
histories that embed them in honest and
open debate. ‘The university has three
functions: one is to preserve knowledge;
another to spread knowledge and the
third to advance knowledge.’15
At a time
when a profession such as journalism is
under siege, it is therefore not surprising
to see publicly-minded organisations like
universities stepping into the breach. A
robust and free media is a central pillar
to democracy, and universities have a
role to play in preserving and advancing
journalistic knowledge, especially as market
forces hinder its development commer-
cially. But 21st-century universities also
have to be pragmatic and accountable.
Brand journalism gives them a double-
barrelled opportunity — invest in and
perpetuate decent journalism while pro-
moting the institution’s brand. There is
a marketing return on investment that is
justifiable.
That explains an institutional motiva-
tion for moving into the space of brand
journalism, but this distils all the way
down to the individual academic, as the
second cultural driver. The practice of
‘academic freedom’ at universities aligns
with the dearly held concept of ‘editorial
independence’ in journalism. Universities
are well-used to informed academics
saying and doing as they please within
their area of expertise, even if it is ‘off brand’.
And while that might seem paradoxical
for branded journalism, it is evidence of
an institutional courage of conviction —
evidence that universities can cope with
diverse and contrasting opinions and live
with discordant views. ‘Academic freedom
means that both faculty members and
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students can engage in intellectual debate
without fear of censorship or retaliation.’16
It has a ring to it similar to that of the
Fairfax editorial charter cited earlier
and this natural affinity gives true brand
journalism, when practised by universities,
a layer of protection from becoming
‘spin’ or a marketing tagline. It will not
stop university marketing departments
blurring the lines, but we also do not
have news journalism practised in purity
anywhere these days either, so it is an
imperfection we should highlight, monitor
and be aware of rather than be afraid of.
BENEFITS AND BRICKBATS
Brand journalism can be traced back to
the 19th century in some forms. It has
examples throughout the 20th century
but is now being actively pursued as a
‘new’ discipline, driven by marketing
teams often with substantial resourcing.
It is an area that carries some inherent
risks. It requires considerable investment
and a sustained strategy.
It should be recognised that not all
marketers buy into this rise of brand
journalism, of course. Some are rejecting
it outright. Ironically, they see it as mar-
keting spin put on PR communications.
Opponents’ arguments are summed up here:
If your purpose is to increase ROI (return
on investment) for a business by obtaining
more customers,you’re not in the journalism
game. And calling your branded content
“journalism” is detrimental because it may
come across as deceptive to readers ... It
doesn’t matter if your ‘brand newsroom’ is
stocked with current or former journalists.
Brand journalism ...there is no such thing.17
This view, however, does not take into
account the very powerful commercial
interests that exist across the ‘journalism
game’ already. Each media organisation
is well and truly focused on ROI and
expanding audiences (customers). Sadly it
is the diminishing returns that have led
to the downsizing of most news organ-
isations. Profit is not a dirty word in
journalism and should not be treated as
such in brand journalism either. It takes
an existing or aspiring authority and
expertise of an organisation and positions
it within the context of that subject area.
Universities are in the fortunate position
of having expertise across numerous
disciplines but, like the Harvard Business
Review, would be well advised to narrow
their focus for a successful venture into
this environment.
Telling stories online about your uni-
versity is not brand journalism. Telling
stories through the university’s channels
about a topic aligned to your organisa-
tion’s DNA is more likely to be brand
journalism. Doing it once or twice or with
vigour for six months only is not journalism
either. That is blogging.
Brand journalism requires a regular
frequency that engages an audience and
makes your content worthwhile to their
lives at an interval that suits them —
possibly daily, maybe weekly, certainly
no less than monthly.
The benefits can be considerable, though.
●● You have some control over how your
university is represented. This is essen-
tial in the fast-paced world of social
media, online publishing and 24-hour
news cycles.
●● You have transparent measures of who
consumed your content,when and where.
●● You can add to the institution’s reputa-
tion for academic expertise in particular
areas by making the same sort of topics
available more generally.
●● You preserve, spread and advance
knowledge — the three functions of a
university.
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The future of brand journalism,
however, is more likely to lie in strategic
collaborations than in every higher
education institution trying to reinvent
the HBR. There is an economy of
scale to such an approach but it is also
a more powerful way to connect with
the audience — and journalism, brand
or otherwise, should always be focused
on the audience. The evolving projects
from the Google News Lab indicate that
we are already heading down this path.
Google is unsurprisingly already onto
the opportunities in this space and has
developed multiple tools for ‘your news-
room’, ranging from demographical data
to maps to historical information. News
organisations such as The Washington Post,
New York Times, Buzzfeed and Mashable
are already using these services. They are
also available to brand journalism enter-
prises. ‘Whether your project involves
virtual reality, drones, data journalism,
or something no one has thought of yet,
we want to hear from you’, says Google
News Lab,18
with a particular focus on
supporting new media start-ups. The
significance for brand journalism is that
objective data and capacity are now a
click away. The depth of knowledge that
once required dozens of journalists or
research departments is now available to
all through collaboration with Google.
It is not the only data aggregator that is
offering partnerships, but it is one that
cannot be ignored. It has its own news
service, partnerships with the European
Journalism School, is providing tactics
and tools for attracting and verifying
citizen-generated content, and has a bank
of images and videos on offer. Like most
things about Google, it already seems
omnipresent in this space.
The search engine and data giant may
well be the ultimate brand journalism
practitioner.
REFERENCES
(1) Papandrea, F. (2013) ‘State of the newspaper
industry in Australia, 2013’, News and Media
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(accessed 25th January, 2016).
(2) NUJ (2015) ‘Roll call of newspaper closures
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(6) Chomsky, N. and Herman, E. S. (1988)
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(7) Snow, S. (2013) ‘As brands start building digital
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(8) Lush, J., Hayes, N. and Mitchell, S. (2015) ‘Brand
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(9) Bull,A. (2013) ‘How Red Bull stole journalism
from big media’, Brand Journalism UK, available
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(10) National Geographic Society website (n.d.)
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9. The evolution of brand journalism
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