Next 15 Group Value Chain Analysis
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This Next 15 Group Value Chain Analysis gives you a clear view of how the company creates value through its support and primary activities, making it useful for research, strategy, and investing. The content shown on this page is a real preview of the actual analysis, not just marketing copy. Buy the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
Next 15's firm infrastructure is centralized at group level, so finance, legal, treasury, tax, and governance are handled once while specialist agencies stay close to clients. In FY2025, the group reported revenue of about £1.0bn and used that scale to fund capital allocation, reporting, and risk control across the portfolio. This setup cuts duplication, tightens oversight, and helps local teams focus on delivery, not back-office work.
Human Resource Management
Next 15 Group's HR function is central to keeping strategists, creatives, analysts, and account leaders in the right markets and projects, which directly supports utilization and margin. In FY2025, the Group reported 4,000+ employees and £5.8 million of share-based payment expense, showing how talent retention is tied to performance. HR also drives internal mobility and skills mix, helping protect growth without adding fixed cost too fast.
Technology Development
Technology development is a core support activity at Next 15 Group, with agencies using digital tools for content production, CRM, analytics, and campaign measurement. In FY2025, this tech stack helped standardize workflows across a network that reported £661.5m in revenue and 13.8% adjusted operating margin, supporting faster delivery and cleaner client reporting. The result is better speed, more consistent output, and tighter performance tracking across the group.
Procurement
Procurement in Next 15 Group mainly buys software, media, research inputs, and freelance production capacity. In FY2025, that spend matters because a services mix with low fixed assets depends on tight supplier control to protect gross margin and keep delivery flexible. Good buying discipline also lets the Group scale output without carrying all talent and tooling in-house, which supports a leaner cost base.
Next 15: Centralized support, lean costs, strong growth
Next 15 Group's support activities are centralized, so finance, legal, tax, and governance are handled once while client teams stay local. In FY2025, revenue was £661.5m, adjusted operating margin was 13.8%, and the group had 4,000+ employees. HR, tech, and procurement together help keep delivery fast, talent sticky, and costs lean.
| FY2025 | Value |
|---|---|
| Revenue | £661.5m |
| Adj. operating margin | 13.8% |
| Employees | 4,000+ |
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Primary Activities
Inbound Logistics
For Next 15 Group, inbound logistics is the intake of client briefs, audience data, brand assets, and market intelligence. In FY2025, clean intake matters because it sets the right mix of PR, content, CRM, and research work, so teams can match the brief to the right specialist unit fast. When the inputs are clear, the group can cut rework, speed delivery, and protect margin across its agency network.
Operations
Operations is where Next 15 Group's specialist teams plan, create, and run campaigns and advisory programs. In FY2025, the group reported revenue of £611.8m, showing the scale behind its integrated model. It adds value by joining strategy, creative production, digital delivery, and measurement in one chain, so clients get faster execution and tighter feedback loops.
Outbound Logistics
Next 15 Group's outbound logistics is mostly digital, with content, campaigns, reports, dashboards, and recommendations delivered online. That keeps distribution fast, low-cost, and easy to reuse across clients and sectors. In FY2025, this model supports scalable delivery because one asset can be localized and redeployed without physical shipping delays.
Digital output also improves control, since teams can update work in hours, not weeks.
Marketing and Sales
In FY2025, Next 15 Group's marketing and sales engine leaned on business development, cross-sell, and account expansion across its agency network. A diversified client base helped spread revenue risk, keep the pipeline active, and win larger multi-service mandates.
This setup matters because repeat work usually costs less to win than new logos, so higher wallet share can lift margins. The network model also makes it easier to add services after the first contract, which supports steadier growth through the year.
Service
In Next 15 Group's Service stage, post-delivery support keeps client work alive through campaign optimization, analytics, and account management. This shifts delivery from one-off projects to ongoing retainer work, which supports renewals and repeat orders.
For digital and marketing services, that matters because client retention is usually cheaper than new acquisition, so strong service can lift margin and revenue visibility.
Next 15's FY2025: £611.8m Revenue Fueled by Repeatable Digital Delivery
In FY2025, Next 15 Group's primary activities turn specialist input into paid digital delivery, with revenue at £611.8m. Its core value comes from running strategy, creative, media, data, and account work as one chain, so campaigns move fast and can be reused across clients.
Revenue growth and repeat work depend on cross-sell, delivery control, and post-launch optimisation. That keeps client work sticky and supports margin through better use of each team.
| FY2025 metric | Value |
|---|---|
| Revenue | £611.8m |
| Model | Digital, repeatable delivery |
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Frequently Asked Questions
Next Fifteen Communications Group's value chain shows a specialist-agency model built to convert client briefs into measurable digital communications work. The framework breaks into 4 support activities and 5 primary activities, which explains how the group scales across content, CRM, PR, and market research while keeping delivery coordinated and commercially focused.
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