Next 15 Group Value Chain Analysis
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This Next 15 Group Value Chain Analysis gives a clear, company-specific view of how value is created across support and primary activities. The page already includes a real preview of the actual analysis, so you can review the content and format before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
Next 15 Group's FY2025 House of Brands model keeps 20+ specialist agencies agile while a lean center handles financial governance, capital allocation, legal, and compliance. That structure lets local teams move fast without losing group control. It also supports high-level stakeholder management across global markets, with central oversight reducing duplication and tightening risk.
Human Resource Management
In FY2025, Next 15 Group's human resource management stayed central to value creation because the business depends on skilled creatives and analysts, not heavy assets. Talent retention is reinforced by agency-led cultures plus a group-wide incentive plan.
The 10% share pool for key personnel aligns employees with long-term profit growth, helping keep specialist teams stable across the group. For an intellectual capital-heavy model like Next 15 Group, that retention effect is a direct support activity in the value chain.
Technology Development
In FY2025, Next 15 Group used technology development as a core value-chain lever, with proprietary data analytics and AI tools helping automate content and sharpen audience insight. This matters most at Savanta, where predictive models and real-time research turn live data into faster client decisions. That setup lifts scale and lowers unit cost versus smaller agencies that lack the same data stack.
Procurement
Next 15 Group's centralized procurement uses the network's full buying power to negotiate better terms for media placements, digital software licenses, and office space. That scale can cut operating overhead by about 5% across the portfolio, which matters in 2025 as agencies face higher tech and media costs. Smaller agencies still get the same global negotiating power, so they keep local focus while paying less for core inputs.
Next 15's Lean Hub Powered Scale, Talent, and Cost Savings
Next 15 Group's FY2025 support activities were built for scale: a lean central team handled finance, legal, compliance, procurement, and capital allocation while 20+ agencies kept local speed. The 10% share pool helped retain specialist talent, and shared buying power lowered input costs across the portfolio.
| FY2025 support lever | Data point |
|---|---|
| Agency network | 20+ specialist agencies |
| Key staff incentive | 10% share pool |
| Center model | Lean group oversight |
| Procurement | Centralized buying power |
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Primary Activities
Inbound Logistics
In FY2025, Next 15 Group used inbound logistics to pull in first- and third-party consumer data plus specialist creative talent across 20+ agency ecosystems, so teams could use the right inputs fast. The group's FY2025 revenue was about £607m, and that scale shows how much value depends on clean data flow and quick onboarding. This intake step matters because it feeds insight work and delivery across the wider network.
Operations
Next 15 Group creates value in operations through a hybrid consultancy-agency model, where proprietary software and human teams turn client problems into multi-channel growth plans. In FY2025, the group reported revenue of £977.1m and adjusted operating profit of £146.8m, a 15.0% margin.
Each subsidiary runs with shared reporting and project tools to keep delivery tight and scalable across the global group. That setup supports its push toward 20% operating margins by lifting speed, control, and high-margin execution.
Outbound Logistics
In FY2025, Next 15 Group's outbound logistics were mostly digital, using cloud delivery to send marketing content, advisory work, and real-time sentiment dashboards to clients in 30 markets. This keeps distribution fast and low-friction, so data-rich outputs reach teams across time zones with minimal delay. The model suits a group that reported FY2025 revenue of £247.3m, where speed and secure access matter as much as the content itself.
Marketing and Sales
Next 15 Group positions Marketing and Sales as a "Growth Consultancy," selling to enterprise clients in technology, healthcare, and finance. Its business development is built for long sales cycles and high-value deals, with a centralized referral network that helps cross-sell specialist agency services across more than 2,500 clients worldwide. The model targets Fortune 500 buyers, where one contract can expand into multiple work streams and raise lifetime client value.
Service
In FY2025, Next 15 Group's Service activity keeps value after the sale through ongoing performance analytics and quarterly strategy reviews that show client ROI. Transparent reporting helps reduce churn, and more than 60% of annual revenue comes from long-standing, recurring agency ties. This makes Service a key cash-flow driver, not just a support step.
Next 15 Group Posts Strong FY2025 Growth and 15% Margin
Next 15 Group's primary activities in FY2025 centered on operations: turning data, specialist talent, and proprietary tools into client growth campaigns and advisory work. The group posted £977.1m revenue and £146.8m adjusted operating profit, a 15.0% margin. It also kept delivery tied to service, with recurring reviews and analytics supporting long client relationships.
| FY2025 metric | Value |
|---|---|
| Revenue | £977.1m |
| Adjusted operating profit | £146.8m |
| Margin | 15.0% |
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Frequently Asked Questions
The firm utilizes a decentralized 'House of Brands' model, keeping corporate headquarters staff at fewer than 50 total professionals. This lean structure allows more capital to flow directly into agency-led growth and research, maintaining a healthy debt-to-equity ratio below 1.5x while successfully overseeing over 20 global subsidiaries across multiple sectors.
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