Oliver Moltgen, Erik
(2018)
Lyrical business plan.
[Dissertation (University of Nottingham only)]
Abstract
This paper looks to form a comprehensive business plan elaborating the rationale, design, and implementation approach of spinning-off the existing influencer marketing capability within Dentsu Aegis Network into a stand-alone brand and business entity: Lyrical Snd Bhd.
Dentsu Aegis Network is a multinational media/digital marketing & communications company with significant presence and interests in Malaysia. Offering full-service capabilities from brand communications, PR, and creative advertising to digital marketing and social media management, its Malaysia offices currently include 13 brands, with new additions impending. Its largest digital agency brand, Consider iProspect, has developed over the past year capabilities looking to blend creative/content direction with influencer marketing solutions. While still nascent, the team has successfully completed several campaigns and currently holds relationships with three recurring clients, for an estimated aggregate 2017 revenue in excess of MYR 320,000.
Trends within the wider advertising industry - notably increasing competition for ever more limited consumer attention span and a rising importance of brand relationships with their customers - and within digital marketing specifically - including greater emphasis on content
relevance and social media appeal - have contributed to a rapidly growing interest in the field of influencer marketing.
It is this paper’s rationale that current models looking to operate within the field cater to a specific type of business clientele, yet considerable opportunity exists for the model currently being pioneered by the Consider iProspect influencer marketing team: campaign ownership.
Leveraging the skills, resources, and current clientele existing within the Malaysian division of Dentsu Aegis Network, Lyrical can aim to establish a clear stand-alone capability and, most importantly, brand presence, while limiting operational overheads. Following the model subsequently outlined, the firm can thus significantly increase revenue before needing to scale the team, offering strong return on assets in the medium term.
With a paid-up capital of MYR 100,000, and assuming that revenue growth and new client acquisition can be sustained at the rate achieved by comparable start-up stage brands within Dentsu, Lyrical could look to achieve pre-tax profits of MYR 2,644,250 by EOY 3, notwithstanding the firm’s strategic significance to DAN Malaysia.
Long-term, several options are outlined for transitioning into the firm’s maturity phase and significantly scaling both its capabilities and revenue/profit potential.
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