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 format and substance before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
Next Fifteen Communications Group uses a central corporate layer to handle governance, finance, and acquisition integration across its agency brands. That matters because the model relies on shared reporting, tight capital allocation, and fast post-deal integration instead of one core product. In FY2025, this structure supported a group built around specialist businesses rather than a single operating unit, so firm infrastructure is a real value driver. It keeps control centralized while letting the brands stay focused on clients.
Human Resource Management
In FY2025, Next 15 Group employed about 4,000 people, so Human Resource Management is central to keeping delivery teams full and client work steady. Hiring and retaining strategists, creatives, analysts, PR specialists, and account leaders supports billable utilization and knowledge sharing.
In a labor-heavy services model, strong people management also helps protect client continuity and margins when staff move between accounts or offices.
Technology Development
Technology development lets Next 15 Group use data-led marketing, CRM, content tools, and performance tracking to run campaigns with less waste and faster feedback. In FY2025, this matters more as AI use spread across marketing teams, with McKinsey estimating generative AI could add $2.6 trillion to $4.4 trillion a year across industries. Workflow automation and analytics also help standardize delivery across the group's agencies, so output stays quicker and more consistent.
Procurement
Next 15 Group's procurement covers software licenses, media-buying inputs, research tools, and external contractor support. This spend matters because it shapes gross margin and gives Next 15 Group access to specialist skills without hiring every role in-house. Tight vendor control also helps keep delivery costs flexible when client demand shifts.
Next 15's scalable support engine keeps growth tight and margins in check
Next 15 Group's support activities in FY2025 centered on centralized finance, governance, hiring, and shared tech, which kept a 4,000-person services model tight and scalable. This base helps integrate deals fast and keep margins under control in a labor-heavy business. Shared software, data tools, and vendor spend also support faster campaign delivery across brands.
| FY2025 | Key support data |
|---|---|
| 4,000 | Employees |
| $2.6tn-$4.4tn | GenAI annual value |
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Primary Activities
Inbound Logistics
Inbound Logistics at Next 15 Group starts with client briefs, market data, brand assets, and research inputs, which flow into agency teams. Those inputs help shape digital content, CRM, public relations, and market research programs, so planning and delivery stay tied to client goals. In FY2025, this front-end work supported a group that serves clients across multiple specialist agencies and data-led services.
Operations
Operations are Next 15 Group"s core service engine: strategy, creative work, research, channel planning, and campaign execution. In FY2025, the group reported revenue of £607.4m and gross profit of £295.7m, showing the scale behind these delivery teams.
It runs this work through specialist agencies, so it can match sector expertise to each client brief instead of forcing one model on every account.
That setup supports faster delivery and tighter client fit, which matters when growth comes from high-value, repeatable work rather than one-off projects.
Outbound Logistics
Next 15 Group's outbound logistics is mostly digital, so deliverables move through media platforms, social channels, email systems, websites, journalists, and CRM tools with near real-time tracking. That matters because campaigns can be measured fast and tuned often, not days later.
In FY2025, this model supports lower friction than physical delivery and helps teams track open rates, clicks, coverage, and conversion in one flow. One practical result: spend can shift quickly to the channels that lift response.
For a marketing services group, this is a clear edge because media output can be scaled across many clients without adding warehouse-style logistics. Speed and measurability are the value here.
Marketing and Sales
In FY2025, Next 15 Group reported revenue of £607.9m and net revenue of £467.2m, showing how marketing and sales scale through reputation, thought leadership, sector credentials, and pitch-led new business. Its multi-disciplinary model also supports cross-sell across services, which helps win larger accounts and deepen client ties. That mix matters because stronger retained relationships can turn one win into several workstreams.
Service
Service in Next 15 Group's value chain is the work that keeps client programs live after launch: account management, reporting, optimization, and fast support when issues hit. Because many clients stay on retainer, ongoing measurement and small fixes matter for renewals, lower churn, and higher lifetime value. In practice, this stage turns delivery into repeat revenue, so response time and results tracking directly affect retention.
Next 15 Group FY2025: A £607m Digital Service Engine
Primary activities at Next 15 Group in FY2025 were campaign strategy, creative production, research, channel planning, delivery, and post-launch optimization across specialist agencies. Revenue was £607.4m and gross profit £295.7m, showing the scale of that service engine. Digital delivery and retainer-based account management kept work measurable, quick to adjust, and tied to renewals.
| FY2025 metric | Value |
|---|---|
| Revenue | £607.4m |
| Gross profit | £295.7m |
| Net revenue | £467.2m |
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Frequently Asked Questions
It starts with client briefs, data, and specialist talent. Next Fifteen Communications Group turns those inputs into 4 main service areas-digital content, CRM, public relations, and market research-across a network of specialist agencies. The value chain is therefore built on 3 inputs and repeatable account work, not inventory or manufacturing throughput.
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