Answered raw tape
D 5 · C 5 · P 5 · Cm 4 4.85
Q Talk about subscriptions, bundles, uh, subscription pricing in a time when we have little Spurts of inflation here and there. Um, how important has that been? How resilient has the subscriber model been? What are you seeing there?
A You know, it's, um, it's a, it's a very important part of our revenue stream, but, you know, our digital subscriptions grew 29% last year, revenue, and, um, you know, they're growing double digit percentages this year, so it's a really important growth area of our business, and we're launching more digital subscriptions for more brands, like Pitchfork, a small brand, just launched a subscription earlier this year. Tatler, another small brand in the UK, launched it, but, you know, our big brands, The New Yorker, You know, very, very strong growth. Vogue is showing incredible growth in digital subscriptions. So that's, that's an area that's important to impress, and we think we've built up some really good capabilities, both on the technology side, but then also on just the people capabilities side, too.
AI assessment note: “our digital subscriptions grew 29% last year, revenue, and, um, you know, they're growing double digit”
Partly raw tape
D 3 · C 4 · P 3 · Cm 3 3.30
Q your own software and, you know, spin out software companies or develop, uh, stuff internally, and we said, uh, what, with what hours in the day are we gonna do that, and why, why would we deserve to win? Over a team that is, you know, entirely dedicated to a certain problem. Where has content to commerce worked within Condé Nast? Uh, and where have you experimented or avoided it?
A You know, the, if you think about from an advertiser perspective, the reason advertisers have always come to Condé Nast is the influence that we have with audiences, right? That, that, you know, whether it's fashion or travel or home, you know, it's, it's, it's the influence that we have. Now, You know, that, that was very, very true in the print era. It's very true today, but they also have many more avenues to reach audiences than, than they used to. So for us, when we look at commerce, we think that ability to influence audiences certainly exists even more than before because of how much larger our, our reaches. And so we can use that maybe not to create the New Yorker protein powder, but to sell fashion, to sell Travel.
AI assessment note: “maybe not to create the New Yorker protein powder, but to sell fashion, to sell Travel”
