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9B11A044
GROWING THE MAMAS & PAPAS BRAND
Michael M. Goldman and Jennifer Lindsey-Renton wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The …show more content…
Although the magazine was not yet profitable, Motlekar was confident initiatives she was planning would accelerate the business past that point soon.14 Motlekar’s ambition was to expand her magazine line by creating Mamas & Papas Tweenies, which would speak to parents of children between the ages of six and 12. In addition, an e-zine would ensure that online readers were catered for, and a TV program scheduled to debut in April 2010 with Motlekar as the lead anchor would hopefully see the magazine taken to a new level. The show’s producer, Alicia Geldenhuys, believed that it would “not be like anything we’ve seen before in parenting and lifestyle TV programmes in South Africa. It will be irreverent; sometimes controversial; informative; fun; entertaining; and deeply rooted in South Africa and its traditional beliefs and will look great”15 (see Exhibit 6). Motlekar was conscious, however, of the impact of the 2009 recession on the consumer magazine market, in terms of both circulation spending and print advertising (see Exhibit 7). She had recently seen an announcement in the last issue of Femina magazine, which was one of the longest-running female magazines in the market, where the publisher commented: The glossy woman’s magazine market is highly competitive. In order to be successful, a brand must compete effectively for its share …show more content…
Exhibit 4 ABOVE-THE-LINE ADVERTISING SPEND1 Category Daily newspapers Weekend newspapers Black/Coloured/Asian papers Community newspapers Consumer magazines Trade, technical, financial Total print TV Radio Cinema Out-of-home Direct mail (unaddressed) Internet Total 1999 % R million 1,241.5 15.6 505.5 6.3 164.6 2.1 453.3 5.7 780.2 9.8 337.0 4.2 3,482.2 43.7 3,236.6 40.7 925.7 11.6 66.1 0.8 250.4 3.1 Not monitored Not monitored 7,961.0 100 2008 % 2009 R million R million 3,487.4 14.2 3,266.8 1,555.6 6.3 1,573.2 Included in other categories 1,520.7 6.2 1,536.3 2,206.7 9.0 2,041.9 531.4 2.2 484.6 9,301.8 37.9 8,902.8 9,964.7 40.5 10,487.6 3,344.8 13.6 3,041.0 357.4 1.5 299.4 1,079.9 4.4 1,075.1 150.5 0.6 151.2 375.9 1.5 468.9 24,575.0 100 24,426.1 % 13.4 6.4 6.3 8.4 2.0 36.4 42.9 12.4 1.2 4.4 0.6 1.9
9B11A044
GROWING THE MAMAS & PAPAS BRAND
Michael M. Goldman and Jennifer Lindsey-Renton wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The …show more content…
Although the magazine was not yet profitable, Motlekar was confident initiatives she was planning would accelerate the business past that point soon.14 Motlekar’s ambition was to expand her magazine line by creating Mamas & Papas Tweenies, which would speak to parents of children between the ages of six and 12. In addition, an e-zine would ensure that online readers were catered for, and a TV program scheduled to debut in April 2010 with Motlekar as the lead anchor would hopefully see the magazine taken to a new level. The show’s producer, Alicia Geldenhuys, believed that it would “not be like anything we’ve seen before in parenting and lifestyle TV programmes in South Africa. It will be irreverent; sometimes controversial; informative; fun; entertaining; and deeply rooted in South Africa and its traditional beliefs and will look great”15 (see Exhibit 6). Motlekar was conscious, however, of the impact of the 2009 recession on the consumer magazine market, in terms of both circulation spending and print advertising (see Exhibit 7). She had recently seen an announcement in the last issue of Femina magazine, which was one of the longest-running female magazines in the market, where the publisher commented: The glossy woman’s magazine market is highly competitive. In order to be successful, a brand must compete effectively for its share …show more content…
Exhibit 4 ABOVE-THE-LINE ADVERTISING SPEND1 Category Daily newspapers Weekend newspapers Black/Coloured/Asian papers Community newspapers Consumer magazines Trade, technical, financial Total print TV Radio Cinema Out-of-home Direct mail (unaddressed) Internet Total 1999 % R million 1,241.5 15.6 505.5 6.3 164.6 2.1 453.3 5.7 780.2 9.8 337.0 4.2 3,482.2 43.7 3,236.6 40.7 925.7 11.6 66.1 0.8 250.4 3.1 Not monitored Not monitored 7,961.0 100 2008 % 2009 R million R million 3,487.4 14.2 3,266.8 1,555.6 6.3 1,573.2 Included in other categories 1,520.7 6.2 1,536.3 2,206.7 9.0 2,041.9 531.4 2.2 484.6 9,301.8 37.9 8,902.8 9,964.7 40.5 10,487.6 3,344.8 13.6 3,041.0 357.4 1.5 299.4 1,079.9 4.4 1,075.1 150.5 0.6 151.2 375.9 1.5 468.9 24,575.0 100 24,426.1 % 13.4 6.4 6.3 8.4 2.0 36.4 42.9 12.4 1.2 4.4 0.6 1.9