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Transcript of Conde Nast
Magazine industry in the international environment
Conde Nast Strategic Analysis
Third Party Platforms
Increase in purchasing power
Rising consumption on luxury
Recognition of fashion
Lack of originality of national fashion magazines
The development of digital magazines
High literacy rates
Changing lifestyles (females)
Innovative technologies (smartphones, tablets, W2P, etc)
Opportunities for further development
LBS(Location-based Service) application
Strategic Direction & Development
(IAC/InterActiveCorp ; NYTimes; Hearst Interactive Media)
New technology may cause less printing magazine
Global economy recession
Increasing consumptions on luxuries
Growing in sense of identity of fashion
Policy support of many nations in the world
Digital technology facilitates magazine industry extending market (Ipad, Smartphone, digital technique)
The needs of economic growth (bring employment, tax revenue )
Highly depend on luxury advertisement
Imitable digital technology
Unique brand image, emotional value
Originator of the “lifestyle magazines”
Focused on a particular class or interest
A wide range of subjects
Varies services and consumer-focused products (apps and licensed merchandise etc.)
Global markets (Conde Nast reaches at 6 continents and 21 markets)
Digital magazine apps improvements
Synchronize with the printed editions
Refine the presenting of contents
(e.g. enlarged images, visualized interviews, comprehensive production information, background music, ability to comment on contents)
Factors hindered its development
Regulations and policies (General Administration of Press and Publication of The PRC)
Homogenous domestic fashion magazines
Blind pursuit of luxury
Client Service Platform
Profit Distribution System
Local Copyright Partners
GIfts for Customers
Content (Inspection Institute)
Joni, Mark, Margaret, Phoenix, Van
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Originator of "Lifestyle Magazine"
Wide Range of Subjects
on a Particular Class