Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Vogue-Case-StudyFINAL

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Prochain SlideShare
Cold war influence
Cold war influence
Chargement dans…3
×

Consultez-les par la suite

1 sur 19 Publicité

Plus De Contenu Connexe

Les utilisateurs ont également aimé (20)

Similaire à Vogue-Case-StudyFINAL (20)

Publicité

Vogue-Case-StudyFINAL

  1. 1. + VOGUE: Defining the Culture of Fashion Disha Nagi, Aurélie Dias, Jade Scotte, Shannon Lindee & Marion Simongiovanni
  2. 2. Table of Content • INTRODUCTION • ISSUES • RECOMMENDATIONS • CONCLUSION
  3. 3. Condé Nast • US magazine industry  $ 12 billion (2012) • Purchased VOGUE in 1909 • Published 18 consumer magazines: Vogue, Glamour, Vanity Fair, W, The New Yorker, GQ… • 4 business to business publications • 27 websites & 50 apps mobile and tablets • In 2013 124 magazines, 104 websites in 24 markets around the world
  4. 4. Vogue Magazine • American women’s magazine • Founded in 1892 • Editor in chief: Anna Wintour • Fashion, Beauty & Features, Culture, Entertainment, Social & Foods • Condé Nast Publications • World’s most influential fashion magazine • Print & tablet edition • Monthly publication  Circulation 1.2 million & reached 11 million people in the US
  5. 5. Vogue online • Website magazine (Vogue.com)  1.6 million monthly visitors/ 29 million pageviews • Voguepedia, encyclopedia style • Social media platforms: Vogue’s Facebook page, Twitter, Pinterest & Instagram
  6. 6. Vogue strategies • Make customers live an experience through online magazine • Followed fashion industry’s calendar (showcased London, Milan, Ny & Paris) • Selling lot of advertisings & developing other sources of revenues • Not just about fashion
  7. 7. issues • Facing challenges Rise of online channels “Lower your rates, sell your editorial, make yourself more like a commodity, that’s what a lot of publications do” “We don’t want to cheapen our product” Significant pressures on the revenues from advertisers & customers
  8. 8. Issues • How VOGUE can best approach the intensely competitive advertising market in which some competitors in recent times have had two to three times the page growth that Vogue has had? • How VOGUE could best utilize the growing importance of digital channels? • How should VOGUE utilize the growing importance of digital channels that may increase pressure on traditional revenues sources but also fuel new ecommerce partnerships and other opportunities? • Can Vogue, as both the fashion industry and the magazine's readers have become so accustomed to, stay one step ahead? • How can we be more flexible with our partners and give them opportunities they haven’t seen before?
  9. 9. Issues • Under performing of subscription  980 000 (few compare to others) • An aging audience • Threat of online magazines (Netaporter)  Netaporter “the fashion magazine of the future”
  10. 10. Issues • Strong decline for its single copy sales Only 1% increase total print circulation (2008 to 2012) • $12 billion industry in 2012, down 2% from 2011 • Sold 18 000 annual digital subscriptions (Cosmopolitain 236 000 & ELLE 50 000)
  11. 11. issues • Editorial process “has not changed much in over a decade • Not interactions with customers “Vogue refrained from using the platforms to engage in a two-ways dialogue, managers instructed “to never talk back” • How VOGUE could capitalize on the huge appetite for its content on social networks?
  12. 12. Issues • Rise of digital channels Increased competition & available ads space • Luxury goods market “in an unusual time”  “Of the seven continents, only 2 are fuelling the growth in luxury
  13. 13. Recommendations • Gaining and Retaining Readership • To attract a younger audience: • Pick celebrities and models for the cover that would appeal to younger generation • Advertise the online and app to younger audience • Feature up and coming celebrities • To maintain current readers: • Continue with relevant stories • Stories to pertain to the older audience (such as beauty)
  14. 14. Recommendations • Gaining & Retaining Readership cont. • Offer subjective subscriptions for example If someone is interested in beauty and health care, One has the option to choose . • This will attract both the young, new and will help retain the loyal ones . • Try to track the old now not so loyal customers, and send them personal mailers about what’s new in vogue and on “vogue subscription offers”
  15. 15. RECOMMENDATIONS • Retaining Print Sales and Subscriptions • Better advertise the subscription service on the app • Feature special perks for subscription holders • Feature special stories and deals only in the magazine that can’t be found online or in app • Create images that the younger audience will want to tear out of the physical magazine
  16. 16. Recommendations • Increasing Online Advertising • Keep advertising organic and hidden, rather than blatant which will hurt readership • For the app, keep the ad pages like the magazine since it is an attractive factor for readers • Take advantage of sponsored stories, but only on products Vogue aligns with • Feature a special advertising package for smaller, new, international brands that would not necessarily advertise in the magazine
  17. 17. Recommendations • Online Events Best utilization of channels . • Vogue can come up with online events on instagram, YouTube, facebook and twitter or its own website. And in return could give out special services or free subscription for 3 months. • It can create its own channel in snapchat and can upload videos related to the fashion weeks or events.
  18. 18. Recommendations • Customer Interaction • “VOGUE refrained from using the platforms to engage in a two-way dialogue, social media managers instructed, “to never talk back” • Vogue can get fashion bloggers and fashion advisors to help their customers with any shopping, beauty or health issues they have through video calls or one on one chats.
  19. 19. Conclusion • We would like to conclude by saying vogue is a big name in the fashion and entertainment industry • All they need to do is get more digitalize. Be the leader and not the follower. • Vogue is an inspiration and motivation, it needs to adapt the trend.

Notes de l'éditeur

  • Print & tablet edition (sold 900 000 copies each month for subscription and 300 000 for single copies)
  • Website magazine= site design, large images, video, dramatic typefaces, share buttons,
    Voguepédia= featuring essays on the world of fashion
  • Facing challenges to VOGUE that can result to issues in the long term
    Rise of online channels
    With this challenge, All competitors used the strategy of “lower your rates, sell your editorial, make yourself more like a commodity”
    Except VOGUE: that think that it is not a good strategy” we don’t want to cheapen our product”  from 2007 to 2012, VOGUE is one of the most expensive in advertising
    Concerning past issues of the brand, there were a significant pressures on the revenues the magazine could collect from advertisers & customers
  • Under performing in term of subscription  so not a lot of revenues
  • Difficulties for VOGUE its single copy sales had seen a strong decline in recent years, resulting in only 1% increase in Vogue’s total print circulation from 2008 to 2012
  • Not interactions with customers
    “Vogue refrained from using the platforms to engage in a two-ways dialogue, managers instructed “to never talk back”
    We think that social media platforms are created for communication between customers and the company, we think that it can become an issue in the future

×