Global media company producing the highest quality magazines Vogue,

Glamour, Gentleman's Quarterly, Vanity Fair.

Founder: Condé Montrose Nast

Headquarters: 2 in London

124 magazines, close to 100 websites and more than 200 tablet and mobile

apps

Active in 30 markets

More than 54 million readers; 115 million users; millions of downloads.

Start 1909: Acquisition of the American publication Vogue and transformation

from a 24-page weekly into a monthly magazine

First publishing company which establish international editions British

Vogue, L´Uomo Vogue

leader in publishing enhanced digital editions and publishing innovations

pocket-sized Glamour

Extensions

Mission: Condé Nast International’s staunch commitment remains: to deliver

influential, content and brand experiences for discerning individuals who

demand to be inspired.

Mission & Values

TO EXCEL.

TO ENGAGE.

TO ENTERTAIN.

Values:

AN OBSESSION WITH QUALITY –

“Excellence is our hallmark.”

Branded

websites

IPad and mobile

apps

Events and Fund

Events & Funds

“We want to bring

the experience of

the publishing

brands to end

users in new forms

in order to

strengthen the

brands and their

relevance. Of

course, we aim to

do so profitably.” Jonathan Newhouse,

chairman and chief

executive of Condé Nast

international

Performance

Successful!

New businesses are either already profitable or expected to

be profitable in the near future

Only targeting in markets where is still demand for luxury

brands in retail and hospitality (Asian, Middle Eastern and

Latin American markets)

Importance of partnerships Condé Nast Restaurants

Risk: danger of “over-stretching”

Brand extension

‘Stretching or extending [a] brand into business areas that are

not related to the business in which the brand originated to

create advantage in those areas.’ (Schultz et al. 2005)

Vertical vs. horizontal Brand

Extension

vertical brand extension

= markets that are above or below the brand’s

current position

horizontal brand extension

= within product category (line extension) or across

product categories (sub brands)

Effects must be considered both ways – on both the

original and the new product/service

Clear understanding of the brand identity essential

How can successful brand extension be

measured?

‘The more a brand covers different categories, the more it stretches and

weakens, losing its force like an elastic band.’ (Kapferer 1992)

Dilution of the original brand

Forming of subcultures counterculture

Product-attribute-fixation-trap

Risks and Traps of Brand Extension

Corporate Brand Stretch Model

Brand Stretch Model

Brand Stretching: Developing services and products into

areas in which the brand is not present

Requirements: Having a well-defined, focus brand identity

Objective: Successfully determine the scope of extension