Harvard Case - De Agostini: Repurposing the Business & the Family
"De Agostini: Repurposing the Business & the Family" Harvard business case study is written by Benoit Leleux, Marta Widz, Guido Corbetta. It deals with the challenges in the field of Strategy. The case study is 20 page(s) long and it was first published on : Nov 5, 2019
At Fern Fort University, we recommend De Agostini pursue a digital transformation strategy focused on leveraging its core competencies in content creation, customer engagement, and global reach to enter new markets and expand its existing ones. This strategy will involve a combination of business model innovation, product development, and strategic alliances to establish a strong presence in the digital landscape.
2. Background
De Agostini is a family-owned Italian company with a rich history in publishing and direct marketing. The company has faced challenges in recent years due to declining print media consumption and the rise of digital platforms. The case study focuses on the company's need to adapt to these changing market dynamics and ensure its long-term sustainability.
The main protagonists of the case study are the De Agostini family, who are grappling with the legacy of their successful business and the need to navigate a rapidly evolving industry. The case also highlights the role of the company's management team in developing and implementing a successful strategy for the future.
3. Analysis of the Case Study
To analyze De Agostini's situation, we can utilize a combination of frameworks:
- Porter's Five Forces: The publishing industry is characterized by intense competition, with the rise of digital platforms further intensifying the rivalry. The threat of new entrants is high due to low barriers to entry in the digital space. The bargaining power of buyers is also increasing as consumers have more choices and access to information.
- SWOT Analysis: De Agostini possesses strengths such as a strong brand, established customer base, and expertise in content creation. However, the company faces weaknesses including a reliance on traditional print media and a lack of digital expertise. Opportunities lie in the growth of digital subscriptions and the expanding global market for educational and entertainment content. Threats include competition from established digital players and the potential for technological disruption.
- Value Chain Analysis: De Agostini's value chain is centered around content creation, production, distribution, and customer engagement. The company can leverage its existing value chain to create digital products and services, while also exploring new avenues for value creation through partnerships and acquisitions.
- Resource-Based View: De Agostini possesses valuable resources such as its brand, customer relationships, and content library. The company can leverage these resources to develop new products and services that cater to the evolving needs of its customers.
4. Recommendations
De Agostini should pursue the following recommendations:
1. Digital Transformation:
- Develop a comprehensive digital strategy: This should include a clear vision for the company's digital future, target audience, and key performance indicators.
- Invest in technology and analytics: This includes building a robust digital infrastructure, developing data-driven insights, and leveraging AI and machine learning for personalization and content optimization.
- Expand digital offerings: De Agostini should develop digital subscriptions, online learning platforms, and interactive content experiences.
- Embrace social media: Utilize social media platforms to engage with customers, build brand awareness, and drive traffic to digital offerings.
2. Business Model Innovation:
- Explore subscription models: Offer digital subscriptions for access to content, educational resources, and entertainment.
- Leverage partnerships: Collaborate with technology companies, educational institutions, and other content providers to expand reach and develop new products and services.
- Embrace a platform approach: Create a digital platform that connects users with content, services, and communities.
3. Strategic Alliances:
- Acquire digital companies: This can provide De Agostini with the necessary expertise, technology, and customer base to accelerate its digital transformation.
- Form strategic partnerships: Collaborate with other companies to leverage complementary strengths and expand into new markets.
4. Global Expansion:
- Target emerging markets: Leverage De Agostini's global reach to expand into new markets with high growth potential.
- Adapt products and services: Tailor offerings to meet the specific needs and preferences of different cultures and markets.
5. Corporate Social Responsibility:
- Integrate sustainability into business practices: Implement environmentally friendly operations, promote ethical sourcing, and support social causes.
- Develop socially responsible products and services: Offer educational content that promotes social awareness and responsible citizenship.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies: The recommendations leverage De Agostini's strengths in content creation, customer engagement, and global reach.
- External customers and internal clients: The recommendations are designed to meet the evolving needs of customers and empower employees to embrace digital transformation.
- Competitors: The recommendations aim to position De Agostini as a leader in the digital publishing and education space, differentiating the company from its competitors.
- Attractiveness: The recommendations are expected to generate significant value for De Agostini, with the potential for increased revenue, market share, and brand equity.
6. Conclusion
By embracing digital transformation, business model innovation, and strategic alliances, De Agostini can successfully navigate the changing landscape of the publishing industry and ensure its long-term sustainability. The company has the resources, expertise, and brand recognition to become a leading player in the digital world.
7. Discussion
Alternatives not selected:
- Complete divestment from print media: While this could be a drastic step, it could also be a risky move, as De Agostini's core competencies are rooted in print publishing.
- Focusing solely on existing markets: This would limit De Agostini's growth potential and leave the company vulnerable to competition.
Risks and key assumptions:
- Technological disruption: Rapid advancements in technology could render De Agostini's digital strategy obsolete.
- Customer adoption: Consumers may not readily embrace De Agostini's digital offerings.
- Competition: The digital publishing landscape is highly competitive, and De Agostini will need to differentiate itself to succeed.
8. Next Steps
- Develop a detailed implementation plan: This should outline specific actions, timelines, and resource allocation for each recommendation.
- Establish a dedicated digital transformation team: This team should be responsible for driving the company's digital strategy and ensuring its successful execution.
- Monitor progress and make adjustments as needed: De Agostini should continuously evaluate its progress and make adjustments to its strategy based on market dynamics and customer feedback.
By taking these steps, De Agostini can successfully transform its business and secure its place in the digital age.
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Case Description
MILAN (ITALY), SEPTEMBER 2018. The Strategic Lab at De Agostini, part strategic think-tank and part assessment tool for the next-generation talent of the Drago-Boroli family, owners of De Agostini, was brainstorming the future direction of the diversified, family-owned group. After almost 100 years in the publishing and printing business, the third-generation family leader Marco Drago set the family firm on a radical new course, which included globalization and diversification across media and communication, gaming, and financial services to create a powerhouse, with entities listed on three different stock exchanges. However, diversification did not come without its challenges. Could portfolio repurposing also serve to anchor the family's identity? Were family values properly embedded in the current structures and investments? Should the holding structure be perennialized or be treated as a temporary arrangement until the next major liquidity event, when assets would again be refocused on a single industry? Did the legacy publishing business still serve a purpose or should it be disposed of? Emotional ties ran deep, but so did the losses... and those were not sustainable. Could it be turned around or pivoted to capture the latest digitalization wave?
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