Journalism & Publishing: Between tradition and transformation

Hamburg has been considered one of the most important locations for German journalism for decades. With a turnover of around 2.41 billion euros and more than 11,000 employees, the press industry is one of the strongest submarkets of the creative industries on the Elbe. However, the general conditions are changing rapidly: print circulations are falling, the advertising market is shifting to digital - and global platforms have long dominated there. According to forecasts, Google, Meta and Amazon will account for more than half of net advertising revenue in Germany by 2026. For the city's media players, this means that they are operating in an environment in which traditional business fundamentals are becoming less and less important, while digital innovations are opening up new opportunities.

Changing business models: from print to digital

Hardly any publishing house today can rely solely on the tradition of printed editions. The Hamburger Morgenpost (Mopo), for example, took the step in 2024 of abandoning its daily print edition and repositioning itself as a weekly newspaper. The portal mopo.de is now at the center of this. "We started shifting our business model from print to online early on - with all the positive and negative side effects," says publisher and Managing Director Arist von Harpe, describing the course. "Print had a high contribution margin for a long time, but it was clear to us that this model would not remain sustainable. That's why we are now focusing mainly on digital offerings."

Stern has also shifted its strategic focus. Although the magazine remains a strong brand as a print title, the focus is increasingly on digital success. In addition to digital subscriptions, online reach plays a decisive role. "Our everyday lives are changing every day. We have to constantly check whether formats, channels and content are still coherent. The most important revenue stream is the digital subscription, in which we make targeted investments," says Laura-Lena Förster, Deputy Editor-in-Chief of Stern.

The path to the digital economy means that reach and monetization have become key factors for both companies. While Mopo is more dependent on advertising revenue, Stern relies on a diversified mix of subscription revenues, podcasts, digital and print.

Strategies in the field of tension of the platform economy

The competition for attention is increasingly being shaped by international tech platforms. For Hamburg publishers, dealing with Facebook, Instagram, TikTok & Co. is therefore more than just a marketing issue. The strategies differ significantly: some publishers rely on a deliberate selection, others on critical distance.

Stern takes a selective approach here. "I don't believe in using all platforms just because they exist," says Laura-Lena Förster. "Users immediately notice when content was originally created for other platforms - and that ultimately harms our business goals. Instagram, TikTok and LinkedIn, for example, are particularly relevant for us, while we consider X, Threads and Pinterest to be less important. However, it is also crucial to keep an eye on developments here: A platform that doesn't fit today may open up new opportunities tomorrow - for example, due to changes in target groups or thematic focus."

At Mopo, the view of the platforms is much more sober: "We invest resources to prepare content for Instagram and also achieve a large reach there - but in the end, apart from the branding effect, the platforms earn from it, not us. I think that's problematic. Nevertheless, we have to be present there in order to maintain visibility," says Arist von Harpe. Mopo therefore sees social media less as a growth driver and more as a necessary measure for brand management - even if the profitability cannot be calculated exactly.

The examples show: Platform pressure forces clear decisions. Whether maximizing reach or focusing - it is a matter of using scarce resources where they will sustainably strengthen the brand.

The role of the news agency: Infrastructure in transition

Alongside the publishing houses, dpa is shaping the Hamburg location - albeit in a fundamentally different function: the agency not only supplies traditional media, but also companies and platforms, while also developing products tailored to new digital needs. For them, too, the digital transformation is not a marginal issue, but existential.

"Like everyone else, we are in a constant process of renewal," says Astrid Maier, Deputy Editor-in-Chief and Head of Strategy at dpa. "We will only be successful if we consistently adapt to the dynamics of digital change - be it in terms of platforms, formats or the use of artificial intelligence." dpa sees growth potential in the video sector in particular: younger target groups are increasingly informing themselves via short clips, which are becoming the entry point into the news world for many.

"It is crucial to understand the new logics and work constructively with them instead of fending them off," says Astrid Maier. As a result, dpa is increasingly taking on the role of an innovation partner that not only provides content, but also new technological tools - an approach that is particularly visible when dealing with AI.

Artificial intelligence as a driver - and touchstone

No topic is currently changing journalism as much as artificial intelligence. AI has long since arrived in everyday editorial work and is already taking over simple, standardized text work in many companies, including Mopo, Stern and dpa. However, all players have a clear guideline in common that this content is always checked and finalized by journalists. AI is therefore seen as a helpful tool, not as a substitute for editorial responsibility.

dpa offers a particularly visible example of the opportunities that lie in the use of AI: with its AI research assistant launched at the beginning of 2025, the agency has developed a tool that not only gives customers quick access to the archive up to 2018 and the current newsfeed, but also enables intuitive interaction. The way it works is reminiscent of common chatbots, but the answers are based exclusively on our own, verified data. The system was initially tested in small editorial groups, whose feedback was incorporated directly into further development. Today, it is part of the dpa News Hub and helps to open up new sources of revenue. "It was a very important step for our employees to understand how we can actively shape this technology - and not just be shaped by it," says Astrid Maier.

At the same time, AI brings with it a new aspect: the way readers search for information is changing. In the past, search engines such as Google were often the route to media sites - a model that ensured reach and therefore revenue. However, if answers are provided directly by AI systems in the future and these systems sometimes even access content behind paywalls, the information will still reach its audience, but the media companies' platforms themselves may no longer be accessed at all. As a result, established business models are coming under pressure and need to be rethought. In Germany, a broad alliance of media companies, associations and NGOs has therefore already lodged a complaint against Google with the Federal Network Agency - demanding that it involve the EU Commission. They argue that Google's AI summaries violate key provisions of the Digital Services Act (DSA).

AI will therefore not only influence the production of journalistic content, but also its distribution and monetization. It opens up opportunities for more efficient processes and new products - but at the same time forces the industry to realign its routes to readers and its economic basis.

Outlook: Hamburg as a laboratory for the future of media

The developments in Hamburg are representative of the entire industry: publishers are looking for stable digital revenues, press agencies are expanding their role as infrastructure partners and everyone is united in the search for sensible, trustworthy ways of dealing with AI. All of this shows that quality in journalism does not automatically have to be lost in digital times. The decisive factor will be how agile media companies are in dealing with change: Those who are prepared to allow experiments, test new approaches and move away from a pure reach logic are more likely to have a chance. Which of these paths will prevail remains to be seen. Hamburg is not an observer of change, but a place where strategies are tested, developed and adapted.

Sources:

https://kreativgesellschaft.org/site/assets/files/7868/hkg_jahresbericht_2024_web_20250808.pdf

https://meedia.de/news/beitrag/20912-google-amazon-und-meta-greifen-sich-51-6-prozent-der-gesamten-deutschen-werbeinvestitionen.html