Vodafone, KFC, Conde Nast

Part
01
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Part
01

Competitive Landscape: Vodafone

Vodafone is a telecommunications company based in the UK, with its headquarters located in Newbury. The company employs over 13,000 people across the country, and Mr. Nicholas Jonathan Read is its current CEO & Executive Director.

Below are some highlights of our findings. We also added the requested information—company background, target customers, people's sentiments of the company on social media, direct competitors, competitive advantage, and a brief bio of its top executive—in the spreadsheet attached.

Highlights

Part
02
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Part
02

Competitive Landscape: KFC

KFC stays competitive because of its delicious 11 secret herbs and spices that combine with nostalgia and the brand rebuilding effort by the President of KFC.

KFC

OVERVIEW

CUSTOMERS' DEMOGRAPHIC

  • KFC adjusts itself to its local presence, and the customers also behave differently because of this.
  • The typical customers of KFC are adults and young teenagers.
  • In Great Britain, the franchise's customers are usually between 15-34 years old and typically single.
  • In the US, 27.32% of KFC's customers are between 18-29 years old, 32.3% are between 30-49 years old, 29.05% are between 50-64 years old.

SENTIMENT

  • Today as of June 12, 2019, there had been 107 tweets regarding KFC, and these tweets consider the franchise as pleasant.
  • Sentiment analysis of 11 social media notes in the past week, found that there are 541 mentions about KFC coming from 287 different users.
  • Most of the mentions were neutral (455 mentions, 84% of the total mentions), some were positive (66 mentions, 12% of the total mentions), and very few were negative (20 mentions, 4% of the total mentions).
  • The ratio of Positive vs. Negative is 4:1.

COMPETITORS

WHY PEOPLE PREFER KFC

THE TOP EXECUTIVES

Part
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Part
03

Competitive Landscape: Conde Nast

Condé Nast was founded in 1909, and it is a global media company that owns many of the world's known media publications including Vogue, Vanity Fair, Glamour, Self, GQ, The New Yorker, Condé Nast Traveler/Traveller, Allure, AD, Bon Appétit, Wired, among others.


background

  • Condé Nast is a global media company that owns many of the most iconic media publications worldwide. This list includes Vogue, Vanity Fair, Glamour, Self, GQ, The New Yorker, Condé Nast Traveler/Traveller, Allure, AD, Bon Appétit, Wired, among others.
  • They produce content through print, digital, video and social platforms. They have more than 1 billion consumers in over 30 territories.
  • Condé Nast was founded in 1909. At the same time, Condé Montrose Nast purchased Vogue and established Condé Nast Publications.
  • Their headquarters are located at 1 World Trade Center, New York, where they have been since 2015.
  • Roger Lynch became the global CEO of Condé Nast in 2019.
  • Pamela Drucker Mann is their Chief Revenue and Marketing Officer.
  • Joe Libonati is their Chief Communications Officer.

Target Customers


Perception on Social

  • Their Facebook has 63k followers. There are reactions (likes, shares, comments) to their post that contain complaints about their brands. Other comments are positive towards the content they published.
  • Their Twitter has 93k followers. There are also reactions (likes, retweets, comments) to their post, with mostly positive comments.
  • Their Instagram has 117k followers. With likes between 100-1000, comments on their posts are mostly positive towards their content.

Direct Competitors


Competitive Advantage


Brief Bio of ceo roger lynch

  • Was named the global CEO of Condé Nast in April 2019.
  • Prior to joining Condé Nast, he was the CEO of Pandora. During the time he was the CEO, Pandora's revenue doubled in 2018 and their subscription revenue grew by almost 50%.
  • Other positions he held include the following: CEO of Sling TV, Chairman, and CEO of Video Networks International, Ltd.
  • He is also the acting President and CEO of Chello Broadband N.V, and an investment banker with Morgan Stanley.
  • He is currently a board of director of Condé Nast, Mattel, Inc., and Quibi, LLC.
  • He is also a member of the Board of Overseers of the Tuck School at Dartmouth College and the Board of Councilors of the Dornsife College of Letters, Arts and Sciences at the University of Southern California.
  • He graduated from the Tuck School of Business at Dartmouth.

Brief Bio of Chief Revenue and Marketing Officer Pam Drucker

  • She was named chief revenue and marketing officer of Condé Nast in September 2017 (S13)
  • She oversees all ad sales and consumer revenue efforts for the company in addition to all consumer and industry marketing (S13)
  • Prior to joining Condé Nast, she served as chief revenue officer and publisher of The Food Innovation Group.
  • Articles about her have appeared in Advertising Age Media Maven, the 2015 Advertising Age Publishing Executive of the Year, an Adweek First Mover, a 2016 Folio Top Women in Media in the Entrepreneur category and a member of Adweek’s inaugural 30 Most Influential People in Food.


Research Strategy:

To provide the requested information on Condé Nast, we first looked through its website and found relative information about the company's background such as history, location, and senior executives. We also found a brand overview on their website that mentions their target audience and looked through articles that also mentions their audiences and demographics. We then looked through their social media pages on Facebook, Twitter, and Instagram. We then provided a summary of their audiences interactions within them. For direct competitors, we found a list through Comparably, it mentions each competitor, and why they are competitors to Condé Nast (rankings and score). For competitive advantage, we found a market report that mentions Condé Nast and use it to provide a summary of their market edge. The brief bio of their CEO Roger Lynch and Pam Drucker was readily available on their website, only mentions of their educational background are missing. We found where Roger Lynch had graduated in his Linkedin, but for Pam Drucker, we could not identify her educational background through any website or portal, including her own LinkedIn account, Bloomberg profile, or pieces of news and interviews of her.
Part
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Part
04

SWOT Analysis: Vodafone

Vodafone's strengths include brand awareness, brand strength, and their global presence, while their weaknesses include little to no presence in rural areas, losing European subscribers. Their opportunities include expanding to rural areas and developing countries, creating more partnerships, and investing in 5G technology, while their threats include an increase in the saturation of the market, mobile number portability, and the increased regulation of the industry.

Strengths

  • Vodafone has a strong brand recognition and awareness. They created their strong brand presence in the market using out-of-the-box marketing strategies.
  • Vodafone has diverse service offerings. They offer telecommunication service as well as M-Pesa, a mobile money transfer service, and m-health services, which are mobile communications and network technologies for healthcare.
  • Vodafone is a global company with a presence in over 30 countries. Their three main regions are Europe, Africa and Central Europe, and Asia Pacific and the Middle East. Europe contributes 67% to their revenue, Africa and Central Europe contribute 18%, and Asia Pacific and the Middle East contribute only 15%.
  • Vodafone has 318 million subscribers, which ranks it 4th in the world, just behind China Mobile, Bharti Airtel, and Vodafone Idea.
  • Their advertising is strong and comes from the world's top advertising agency "Ogilvy & Mather".
  • In 2017, Vodafone occupied 50.9% of South African telecommunications market, 22.7% of Indian market, 22.6% of the UK market, 32.3% of Italian market, and 33.9% of Germany market.
  • M-Pesa is the world's most successful money transfer service that can send and receive money and pay bills with a mobile phone.
  • In 2017, the company revenue was £47.6 billion and their organic adjusted EBITDA increased 5.8% to £14.1 billion.
  • Vodafone partners with several international sports, such as Formula One.

Weaknesses

  • The company does not have a strong presence in rural areas due to the pricing of their services and brand image.
  • Vodafone has not made their product/service portfolio a success. Unlike Airtel with DTH and broadband services, Vodafone relies heavily on its core business for revenue and growth.
  • Vodafone's brand valuation has dropped in the last 3-4 years due to the slow economic growth, high competition, and market saturation.
  • As a global brand, Vodafone is under constant watch by different governments.
  • Vodafone is not a leading player in the US, which means they are not taking advantage of the booming US economy as a major source of revenue.
  • They are losing mobile customers in Europe due to the increase in competition in the industry.

Opportunities

  • Vodafone's biggest opportunity is to expand to rural markets, which would make them more competitive to Airtel and Reliance Jio, two of their biggest competitors.
  • Vodafone can also expand to developing countries. Africa is experiencing the fastest growth rates which could be a big opportunity for Vodafone. The number of African internet users has been increasing by 20% year-over-year in the last several years.
  • Vodafone can also improve their overall network coverage to prevent dropped calls or bad network coverage.
  • Vodafone can also use partnerships with tech companies such as Huawei, Nokia, Ericsson, Intel, and Qualcomm Technologies to develop 5G technology. The Indian government wants to bring 5G into India by 2020, which can be a great opportunity for Vodafone to increase their dominance there.

Threats

  • Vodafone faces competition from Airtel, Reliace Jio, AT&T, China Mobile, and others. Reliance Jio and other competitors have lower tariffs, which have caused Vodafone to lose revenue and mobile subscribers.
  • The mobile number portability option has also given the opportunity to Vodafone's subscribers to easily switch to other competitors, which is also heavily affecting the company. (Source 3).
  • Increased regulation of the telecom industry can impede Vodafone's growth by raising operational costs.
  • Brexit has also caused uncertainty for Vodafone's operations, as any changes to the deal could lead to a higher operational cost.
Part
05
of eleven
Part
05

SWOT Analysis: KFC

KFC is the second largest chain restaurant in the world. One of the challenges it faces is competition from other fast food companies and a limited variety of food products offerings.

Strengths

Weakness

Opportunities

Threats

  • KFC faces competition from other fast food companies in the industry.
  • Rises in the price of raw materials may affect the industry and in turn, poses a threat to KFC being profitable.
  • KFC can also face issues like fluctuating economies, rising food prices, and recession due to its operation in many countries.
  • Trends in customers avoiding fried foods and shifting towards more healthy and fresh foods.
  • New technologies developed by a competitor or disruptor could be a serious threat to KFC.
  • Limited variety of foods compared to other competitors poses a threat to the company.



Part
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Part
06

SWOT Analysis: Conde Nast

Conde Nast's strengths include being an award-winning entity with strong influence, weaknesses include having numerous losses associated with relocation and restructuring, opportunities include the launch of the Vogue Business online and threats include lawsuits that require the company to make large payouts.

STRENGTHS

INTERNAL
  • Conde Nast provides services that cater to licensing, focuses on their social impact and have made several investments.
  • Licensing services available for customers and partners include image licensing, endorsement licensing and reuse/ republication licensing.
  • It stands as a premier brand simply because it uses data and technology to ensure customers receive high quality content. Advanced targeting (Condé Nast Spire), video programming (Condé Nast Prime), amplified messages (Condé Nast Amplify) and the integration of experiences (Condé Nast Live) are some features that make Conde Nast a success.
  • As part of their social responsibility they have launched two initiatives, the CFDA/Vogue Fashion Fund and the GQ Gentlemen’s Fund. For example, the CFDA/Vogue Fashion Fund is used to support upcoming American designers, who are usually given cash prizes once they qualify. The fund has already helped more than 35 designers at a total cost of $5.9 million from 2003 to 2018.
  • Conde Nast has invested in areas such as magazines (Domino Media Group), creative management (Flite), online fashion marketplace (JOOR), fashion insider (Moda Operandi), career discovery (Qubed) and retail luxury fashion (Rent the Runway).
  • The company offers new opportunities to prospective employees in Digital Tech, Content Creation, Sales, marketing and client services and Corporate functions but most importantly, the chance to work with top experts in the field who are considered award-winning and industry icons.
  • Prospective employees may seek opportunities by direct interface with the company's website, through LinkedIn or simply by expressing interest to keep in contact for future decisions.
  • The company abides by transparency in the gender pay gap by reporting annually about it in Britain, as stipulated by the government. In 2018, the women's median hourly pay rate was 21.98% less in a company with 28% women and 72% men.
MARKET
  • The company has won several awards including the National Magazine Awards, Webby Awards, James Beard Media Awards, and Pulitzer Prizes. Conde Nast also has an international presence as well and is considered influential in the market.
  • They have strong brands such as GLAMOUR, The New Yorker, VOGUE AND TeenVOGUE.
  • The company has an award-winning entertainment segment which has surpassed expectations in profitability in digital business, worked with large streaming service companies like Netflix and Amazon, has more than 1 billion monthly viewers, and has approximately 60 partners.
  • The company's focus is on being creative (Branding, Advertising, Content), licensing (Product, Endorsement, Image/Content), strategy (Talent, Brand Development, Cultural Advisory) and experience (Environmental Design, Event Production, Concierge services).
  • They have more than 50 clients, some of who are big names (popular) such as Bank of America, Google, Nike, Target and MasterCard and has an active social media presence on platforms such as Twitter, Facebook, Instagram and Tumblr.
  • Vogue (a brand of Conde Nast), has an audience of over 6 million with 80% female, 20% male, with age ranges of 16-24 years (35%), 25-34 years (34%), 35-44 years (17%) and 45+ years (14%); 71% are employed and 76% are high income earners. It is considered the top luxury magazine.
  • Another brand Tatler has an audience of almost 2 million with 36% male, 64% female, with age ranges of 16-24 years (20%), 25-34 years (47%), 35-44 years (21%) and 45+ years (12%); 75% are employed, 75% are high income earners and has the majority share (42%) among top leaders and business owners in Moscow.
  • Conde Nast Package has an audience of 89,440, 6.5 readers per copy, median age of 39.3, median household income of 92,264.00.
  • Conde Nast Traveler has an audience of 3,205, 4.08 readers per copy, median age of 46.9, median household income of 70,444.00.
WEAKNESSES

INTERNAL
  • Conde Nast has incurred an annual loss of £14 million in its attempt to regain strength in the digital sphere.
  • It has a profit of £6.6 million in 2016, but in 2017 had a pretax loss of 11% and in early 2019 reported a decrease of 6.6% in revenue moving from £121 million to £113 million.
  • These experiences followed relocation, "loss of office" compensation that was paid over, and internal organizational changes such as the resignation of a top editor for the company after 25 years of service, the stepping down of a leader in the company to take up the post of chairman and the halt of Glamour publications.
  • Despite several changes in the past 10 years, including halting print versions of some brands like Details, Self and Teen Vogue, downsizing (staff), and combining departments, the desired outcome is yet to be achieved.
  • To alleviate the loss of $120 million in 2017, there were contemplation to: sell Brides, Golf Digest and W (3 magazines), and lease some of its office spaces.
  • Chatter of one of the company's leading editors making an exit could have also contributed to some challenges the company is facing.
MARKET
  • It had lost its profitability, and made bad investments like Style.com (online fashion retail).
  • Conde Nast is not thriving as well as it expected in US and Western Europe markets.
  • Western Europe lost $36 million which was attributed to restructuring, downsizing and relocation in 2017 but made a profit of $4.2 million.
  • US lost $120 million which was attributed to the decline in print media consumption and increase in digital publishing.
  • The company has not started use other platforms that could help to generate more funds as yet.
  • The company has to consider new changes in an effort to maintain a competitive edge especially after having so many losses lately.
OPPORTUNITIES
  • Conde Nast has not yet integrated social media platforms like Snapchat and YouTube to replace or enhance its print media segment.
  • The company has decided to make changes regarding the operations to include Vogue Business which is meant to generate revenue from business to business (B2B) online and have also hired Pandora's Roger Lynch as chief executive to help in bringing the company back to profitable operations.
  • Although facing a decline in the U.S. and Western Europe markets, the company now has the opportunity to take advantage of the fast growth in the Asian market (especially China) which would quickly boost its profitability.
  • Merging the US and International markets could also help to regain a strong position in the market especially with the right leadership.
  • The company also intends to "paywall" their titles which could drive some revenue for the company since the content may be desirable to many but will not be so easily accessible.

THREATS
  • Internal conflicts that are being made public have contributed to the decline in business, for example ousting of leaders, chatter or editor resignations and losses.
  • The company is slow in adapting like the rest of the market is in terms of digital publications versus print and the expansion of the company may be moving too fast to maintain a balance and reduce losses.
  • It is also relying too heavily on advertising for revenue which has already taken a hit.
  • Downsizing and budget cuts are being exercised to recover some losses but the company may also be losing some of its great talent in the process, leaving younger less experienced talents to take up the mantle.
  • The company has to ensure that it makes accurate reports of the gender pay gap in the UK to ensure they are adhering to the regulations of the government.
  • The company has had lawsuits filed against it including Moeller v. Conde Nast where the company was sued for giving customer information to third parties, amounting to $13.75 million.
  • Conde Nast has competitors such as Adweek, Wired, and many more, but these two have services in desktop display, email, mobile display, mobile video, native, social and desktop video.

Research Strategy:

To gather information on Conde Nast, we used a variety of trusted and reputable sources such as the company’s official website, business reports, analyses and news from sources such as Mega Media Marketing, The Guardian, NY Times, Financial Times, Business of Fashion, Top Class Actions and more. This enabled us to compile the required information for this research.

Part
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Part
07

Category Trends: Telecom

Five current trends impacting the telecom category in the United States include merging wireless and pay TV, 5G network upgrades, acquisition of digital media companies, artificial intelligence, and experiential reward programs. Conversely, top telecom companies such as AT&T, Spectrum, CenturyLink, and Verizon leverage artificial intelligence in their operations.

merging wireless and pay TV

  • Previously, wireless and pay TV were services offered by two different companies. The wireless category was owned by telecom companies while the cable category was owned by pay TV companies.
  • Today, cable companies have started offering wireless services. On the other hand, wireless carriers are now offering pay TV.
  • A case in point is T-Mobile, which launched a pay TV service this year after acquiring Layer3TV, a provider of broadband cable. On the other hand, Comcast launched Xfinity Mobile in 2017.
  • The merger between these two categories has become necessary for pay TV and telecom companies since it helps them to improve their current offers, get new clients, and have an additional source of revenue.

5G Network upgrades

  • Telecom companies in the US are investing in the 5G network, which is a critical move to remain competitive and provide efficient services to its customers.
  • At the Mobile World Congress in 2019 (MCW2019), the four major carriers in the US announced that they would be launching the 5G network within the first six months of 2019. The companies include AT&T, Sprint, T-Mobile, and Verizon.
  • The 5G network is expected to create business for telecom companies and enable them to have additional revenue from B2B opportunities and the fixed broadband market.

ACQUISITION OF DIGITAL MEDIA COMPANIES

  • In a bid to unlock new revenue sources telecom companies are now purchasing digital media companies.
  • The main aim of these acquisitions is to drive engagement, build an audience, and increase advertising revenue.
  • In 2017, Verizon combined its Yahoo and AOL assets to form Oath, which now owns Yahoo, Rivals, the Huffington Post, among others.
  • In addition, AT&T is planning to expand its content portfolio through a merger with Time Warner.
  • These companies are focusing on leveraging sponsorship, so that they can build a digital audience by developing unique content.
  • Through these acquisitions, telecom companies are positioning themselves to compete with OTT services such as Netflix.

ARTIFICIAL INTELLIGENCE

  • Telecom companies are leveraging Artificial Intelligence (AI) for the purposes of processing Big Data, increase revenue, and make their operations more efficient.
  • In the US, the six leading companies have implemented AI into their operations. The common AI applications include chatbots, predictive maintenance, and voice services.
  • AI is used in routing customers to the right agents and directing prospective clients to sales agents.
  • AI is also used in predictive maintenance in that it assists in resolving issues with telecom hardware such as power lines and cell towers.
  • Verizon and AT&T are the leaders when it comes to AI applications. AT&T utilizes AI in all its chat interactions.
  • Other companies that have leveraged AI include Comcast, Spectrum, CenturyLink, and DISH Network.

experiential reward programs

  • Telecom companies are using experiential rewards to reduce churn and maintain their current customers.
  • Telecom companies are offering their customers access tickets among other perks.
  • A case in point is Verizon, which leverages on sports and music to access tickets and backstage passes. The company is leveraging the NFL so that it can have access experiences at events such as the NFL Draft and the Super Bowl.
  • These rewards programs are also used to increase advertising revenue. For instance, customers who sign up for Verizon’s rewards program have to share their location information, app usage, and browsing history, which Verizon utilizes to post targeted ads.

research strategy

To find the five current trends impacting the telecom category in the United States, we looked through business sites such as Fast Company, Deloitte, and PWC. We further looked at industry sites such as Digital Trends, Emerj, and Sponsorship. Using the sources, we found current trends impacting the US telecom category. After finding the trends, we selected the ones that were mentioned the most by the sources that we found. We then looked at leading telecom companies in the US that were following these trends to establish that they were relevant and valid.

Part
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of eleven
Part
08

Category Trends: Publishing

E-books have advanced to introduce novel chances for publishers to cater to fresh audiences. For instance, numerous classics have been converted into e-books, enhancing their appeal to younger readers. Also, the cost of producing digital books is lesser than their physical equivalents. Self-publishing will continue to expand with more options. The above are some current trends impacting the publishing category in the United States.

With this preamble, let us now dive deeper into the findings below.

FINDINGS:

Category Trends: Publishing

Trend 1: e-books will continue to open up new, greater audiences for publishers

DESCRIPTION:

  • There is a boost in the investment on e-books and a decline in the sales of physical books with the increasing usage of smartphones. Every owner of a smartphone has access to a complete library of digital books in their pocket now.
  • With e-books, publishers can cater to new audiences. The digital format appeals to younger audiences and the cost of producing digital books is cheaper than their physical equivalents.

How/Why it is impacting publishing companies:

  • With increasing preference for e-books, publishing companies are now encountering issues with revenue generation through sales of e-books as many consumers anticipate the internet to be free and hence it is tough for publishers to get consumers to give money for their books and take care of their intellectual assets.

Trend 2: Self-Publishing Will Continue to Grow

Description:

  • Self-publishing is the publication of media by its author without the involvement of an established publisher.
  • If an author signs-up with a publishing company, he/she has to give control of the book to the publisher in exchange for an advance and royalties.

How/Why it is impacting publishing companies:

  • It will impact the revenue of traditional publishing companies as with self-publishing, authors can exert all control over the book and there is no need for the involvement of writers, editors, proofreaders and others from a traditional publishing company.
  • As per the ProQuest affiliate Bowker report, self-publishing grew at a rate of more than 28% in 2017, up from 8% from 2016.

Trend 3: Digital Transformation will increase spending of publishing companies

Description:

  • Due to digital transformation, publishing companies need to revamp their business operations as writers are advancing ahead looking at more opportunities to connect directly with readers, particularly through digital publishing.

How/Why it is impacting publishing companies:

  • With rise in use of technology, publishing companies may need to spend more on staffing, maintenance (legacy and new), development, outsourcing costs and so on.

Trend 4: Rise of audio books

Description:

  • An audio book (or talking book) is a recording of a book or other work being read out loud.
  • The category of downloadable audio books mostly in MP3 format, is witnessing a good growth rate.
  • Due to ease of access for consumers, lifestyle habits, increased market competition, new selling models the market for audio books has expanded.

How/Why it is impacting publishing companies:

  • According to the Association of American Publishers, sales of digital audio books rose by 35.3% in 2015 which has impacted the sale of printed books.
  • As per the Audio Publishers Association estimates, the sales of Audio books in 2017 totaled more than $2.5 billion, up 22.7% from 2016.

Trend 5: Decline in electronic book sales because of Indie Authors

Description:

  • There is decline in e-book market in the United States as authors are surpassing royalties through direct publishing.
  • According to Author Earnings report, the e-book sales are declining for traditional publishers, but this is not the case for indie authors.

How/Why it is impacting publishing companies:

  • According to the report by NPD’s PubTrack Digital, the unit sales of e-books declined by 10% in 2017 as compared to 2016.
  • About 450 publishers represented saw e-book sales decline from 180 million units to 162 million over the duration of a year.

Research Strategy:

YOUR RESEARCH TEAM APPLIED THE FOLLOWING STRATEGY:

  • In order to find information on the current trends impacting the publishing category in the United States, our research team commenced the search for articles, industry reports and discovered them to be included on the various websites like jenningsvaluation, geekwire, aarp.org among others. These articles provided various trends pertaining to the publishing category in the United States.
  • Subsequently, our research team looked for information on more details for each trend and how it has impacted the publishing companies, which were found from the above mentioned websites and also on some other websites like writtenwordmedia and amnet-systems.

CONCLUSION:

  • The trends identified above have impacted the publishing companies in the United States and on the basis of the commonality of the trends located in various articles, reports and so on, we have concluded that these are the current trends impacting the publishing category in the United States.

Part
09
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Part
09

Vodafone: Advertising Analysis

Vodafone's primary channels for advertising include television, digital, and Out-of-home mediums.

TELEVISION

  • Television as a channel for advertising entails advertisements that run on television.
  • This includes terrestrial television, cable television, satellite television, and advanced television.
  • Vodafone spends about 35.5% of their total advertisement in Indian television advertisements.
  • This is second to Vodafone's digital ad expenditures, which stands at 38.3% of the company's total ad expenditure.
  • A TURF (total unduplicated reach and frequency) analysis conducted by Vodafone Egypt found that television had the second highest reach with 44% of the total 77% reach of the Vodafone's Pass campaign.
  • The high reach of television campaigns and its dedicated ad spend budget makes television one of the primary channels of advertisement for the company.

DIGITAL

  • Digital advertising is any advertising involving digital or online mediums.
  • It includes display ads, adWords ads, Facebook ads, YouTube ads, Twitter ads, Pinterest ads, Instagram ads, LinkedIn ads, In-Game ads, video ads, email ads, and many more.
  • Vodafone India, which usually sponsors the Indian Premier League, opted not to join in 2018's IPL 11 and instead, the company chose a digital-led campaign.
  • The company stated that it was a better option, and it earned them social media engagement upwards of 51 million and the number one spot in the buzziest brands list.
  • A campaign by Vodafone Egypt found that out of the 77% campaign reach among target audience, 47% came from YouTube, a digital channel for advertising.
  • Vodafone spends an estimated £400million annually on digital media advertisements.
  • This is out of the company's estimated annual budget of an estimated £750million.
  • Additionally, this makes digital advertising Vodafone's primary channel for advertising as it spends about a third of its annual advertising budget on digital.

OUT OF HOME (OOH)

Research Strategy

We carried out an extensive search to establish Vodafone's primary channels for advertising. We did direct searches into newspaper sites such as Telegraph and Economic Times. We also looked into marketing industry experts such as Adgully, Marketing91, and Market4reasearch, and business and marketing magazines such as Campaign. We also decided to look into expert blogs on marketing by software development companies such as Clearcode and Broadsign.

We were able to establish the three channels of TV, digital media, and OOH advertisements as the primary advertisement channels of Vodafone based off the high ad expenditure allocated to them, their high reach within the targeted audience, and the importance placed on them by Vodafone for the success of ad campaigns as indicated by the sources.
Part
10
of eleven
Part
10

KFC: Advertising Analysis

Kentucky Fried Chicken (KFC) spends about $100 million advertising in digital, print, and TV. Over 250 unique properties of KFC are advertised in various media formats every year. The most recent information on advert budget of KFC available in the public domain reveals that KFC's yearly advert business was worth about $220 million as of 2016. In 2019, Advertisers Media Radar reported that KFC's advert spending has decreased YOY to about $100 million. In 2017, the Yum brands spent a combined sum of about $22 million on research and development of KFC and other brands.

KFC'S PRIMARY CHANNELS FOR ADVERTISING

1. TELEVISION

2. DIGITAL

  • Without providing the amount spent on social media adverts, a 2018 QSR Magazine revealed that KFC is a big name in traditional adverts and has a "bigger digital" budget than most competitors.
  • Kentucky Fried Chicken (KFC) spends a combined sum of about $100 million advertising on digital platforms (and other platforms such as print, and TV.)

3. SOCIAL MEDIA

  • A 2019 Advertisers Media Radar rates KFC as one of the top YouTube and Snapchat advertisers.
  • The social media platforms utilized by KFC include Facebook (with over 53 million likes and 53 million followers), Twitter (with over 1.36 million followers), and Instagram (with over 1.4m followers), among other social media platforms.
  • KFC recently launched a "Colonel Sanders-inspired cat climber" using Facebook Live and Super Deluxe for about four hours.

METHODOLOGY

Our research teal scoured through KFC web resources, media reports, among other resources for precompiled reports on the primary channels for advertising. We tried to uncover resources that also reported financial metrics to support our finding. Unfortunately, there was no such precompiled report uncovered in the public domain. Research through KFC website revealed verified links to its Facebook, Twitter, Instagram, and YouTube web pages. We assumed that several links to social media implies that KFC focuses on social media for advertising.

Further research through the financial reports, annual financial statements, etc., of Kentucky Fried Chicken (KFC), did not unearth precompiled reports on the amount spent for advertising or its yearly spending on any advertising channel. Insights obtained through the Financial statement s of KFC contained information on the growth of other Yum brands and their basic profits and not helpful. There were no insights gained on KFC's annual budget spending or its spending on advertising. Research through trade journals, business publications, industry-based reports such as the South African Business Insider and an Afraccess report again failed to reveal KFC's yearly spending or its budgeted spending for social media, print media, search, or TV adverts. Due to limited available information to the public on KFC annual spending budget, we used insights obtained from a 2018 Notesmatic web report which revealed that in 2017, the Yum brands spent a combined sum of about $22 million for research and development of KFC and other brands.

An attempt to triangulate the annual budget of KFC or its budgeted spend per advert channel proved abortive. Detailed research through credible databases such as Crunchbase, IBISWorld, the Advertisers Media Radar among other resources failed to uncover the percentage of funds allocated to various Yum brands or their budgeted spending for any advert channel. Insights obtained through the Advertisers Media Radar revealed that Kentucky Fried Chicken (KFC) spends about $100 million advertising in digital, print, and TV. We relied on this insight and other publicly available advert media use statistics to prove that KFC's primary channels for advertising include social media, television and digital media.
Part
11
of eleven
Part
11

Conde Nast: Advertising Analysis

Conde Nast's primary channels for advertising are digital, social media, and video advertising.

Conde Nast's Advertising efforts

DIGITAL
  • Conde Nast reaches an audience of about 106 million through their digital and video ads.
  • The company publishes a daily digital newsletter for their readers, which allows them to increase traffic from their high-value audiences, giving them an opportunity for more engagement.
  • Conde Nast recently launched Vogue Business, a biweekly email newsletter that focuses on analysis, interpretive articles, exclusive stories and data visualizations geared for businesses.
SOCIAL MEDIA
  • Conde Nast reaches an audience of 200 million through their social media ads.
  • The company is active on their Facebook page on a daily basis, however, the content, schedule and overall strategies across their different brands vary depending on the platform being used.
  • The Vogue Business email newsletter also includes a social media profile where Conde Nast shares content to advertise the featured brand.
VIDEO
  • In 2017, Conde Nast joined NBCUniversal and Vox Media to help package their digital inventory for sale. This new advertising package includes video advertising and allows Conde Nast to better understand specific brands and the kind of marketing campaigns that work for them.
  • Conde Nast has recently launched a new channel for GQ, a publication that they own, on YouTube featuring content that caters to sport fans.

Research Strategy:

We first searched Conde Nast's official website for any financial or annual reports that could give us insights on the marketing budget of Conde Nast, however, this data was unavailable on the site. We then attempted to search for these reports on credible databases such as AnnualReports. However, we were unable to find any financial or annual report from Conde Nast relating to their advertising efforts. Upon further research, we found that Conde Nast is categorized as a private company and is therefor, not obliged to publicly announce their financial reports. This prompted us to attempt a triangulation using all the available data on Conde Nast's advertising efforts.

To triangulate the requested data, we first attempted to search through sites like Forbes and PRNewswire for news articles or press releases mentioning Conde Nast's marketing budget. The only related article we found was discussing Conde Nast's Britain reported annual loss of £14 million, but, further research revealed no insight relevant to this request.

Because we were unable to identify the primary advertising channel of Conde Nast through publicly revealed financial metrics, we attempted to search for other ways to identify their primary advertising channels. This came in the form of self-reports from the company and through media kits and articles that report their recent efforts. Through this strategy, we were able to identify digital, social media, and video as their primary channels for advertising.
Sources
Sources

From Part 02
Quotes
  • "Today, there are over 21,000 KFC outlets in more than 130 countries and territories around the world "
Quotes
  • "In Great Brittain (GB), according to the Great Britain TGI study of consumer behaviour reveals that regular KFC customers in GB are significantly less likely to believe that there is too much concern with the environment (26% agree with this notion, compared to 34% of users of other chicken outlets) and less likely to be willing to sacrifice family time in the name of work (24% would willingly do this, compared to 39% of other chicken restaurant customers) [6]. Still in Brittain, 7% of KFC customers are in the ‘Flown the Nest’ TGI lifestage group (aged 15-34, not married or living as couple and do not live with relations), compared to 11% of users of other fast food chicken outlets. Conversely, 7% of KFC customers are ‘Empty Nesters’ (aged 55+, married/living as a couple, do not live with relations) compared to 3% of other chicken fast food outlet users."
From Part 08
Quotes
  • "The level of technology spending across the publishing business is impossible to estimate unequivocally. I’ve done the research and no viable source exists for this type of information and data. This is true in the aggregate, and when it comes to technology spending for staffing, maintenance (legacy and new), development, outsourcing costs, and so on, it becomes virtually impossible to quantify."
Quotes
  • "The first, released in April by market research firm NPD’s PubTrack Digital, saw the unit sales of ebooks fall 10 percent in 2017 compared to 2016. In absolute numbers, that meant the roughly 450 publishers represented saw ebook sales drop from 180 million units to 162 million over a year’s time."
From Part 10
Quotes
  • "Even the big names that have comfortably dominated traditional advertising like McDonald’s and KFC have realized that social media is a different ballgame. While a bigger digital budget may get you more eyeballs, it is creativity and a genuine understanding of the customer that will drive actual engagement."
Quotes
  • "KFC Kentucky Fried Chicken is part of Yum! Brands, Inc.. They spent under $100 million on advertising in digital, print, and national TV in the last year. They invest in premium ad units and advertised on over 250 different Media Properties in the last year across multiple Media formats. KFC Kentucky Fried Chicken launched and advertised 1 new product in the past twelve months. "
  • "KFC Kentucky Fried Chicken is part of: Top Prime Time Advertisers Top YouTube Advertisers Top Snapchat Advertisers MediaRadar Most Searched Advertisers Top Retail Advertisers"
From Part 11
Quotes
  • "Vogue Business, which will operate as a separate entity to Vogue, takes the form of an email newsletter distributed twice a week, it will also have its own social media profiles and a site that will house archive newsletter issues. Vogue Business has a team of 21 staffers, six on editorial."
  • "The magazine company has been developing Vogue Business since June 2018, since then the newsletter has grown to 7,000 subscribers who the team communicate with on product features. Readers favored the newsletter format, biweekly rather than daily or weekly, opted for more data-led content and suggested more coverage on topics like the role technology plays in fashion, how artificial intelligence can change the creative process and more coverage of Asia beyond China."
  • "Vogue Business is free to access for now — there’s the potential for a subscription tier towards the end of the year — but the goal is to build up authority and recognition in the space to spin off adjacent products and services."
Quotes
  • "This new ad product with Conde Nast adds video advertising, as well as the publisher’s data offering, called Spire, which combines digital behavioral data with online and offline purchase data that is designed to help advertisers better tailor their campaigns for individual people. "
Quotes
  • "At its NewFront presentation on Tuesday, Condé Nast announced that it's launching a new GQ channel on YouTube dedicated to sports fans, it has formed an events partnership with Twitter, and it has 50 returning digital series and another 175 pilots "