Condé Nast is transforming its iconic brands like Vogue into direct shopping destinations, where loyal audiences are already searching, clicking, and buying, Patrick Gray, executive director of commerce, said at the recent INMA World Congress of News Media in New York.

“Our audiences are putting into Google ‘Vogue shopping, new arrivals,’” he told World Congress attendees. “And many people are coming directly by that channel or coming directly to Vogue or via the app.”

One of the tactic they’ve been applying to strengthen their connection with audiences across brands like GQ, Condé Nast Traveler, Architectural Digest, and Vogue is showing the process their editors follow to test a product and ultimately form an opinion about it, Gray said.

The key to continuing to grow their audience, he noted, is making sure editors go beyond just being a byline and create content based on accurate, rigorous information.

“In Condé Nast Traveler, for example, we have the Gold List,” Gray said. “It’s a year-round activation where we review hotels and show the process behind our recommendations. A core part of our product is demonstrating how we’ve truly tested each of the products we recommend to our audiences, and that’s what reinforces our editorial integrity.”

Looking ahead, Condé Nast aims to keep expanding its audience. The company’s product and technology teams plan to use AI to increase engagement and dynamically surface their most important products, Gray said. They also intend to integrate AI into their internal workflows.

“We need to know our audiences and have data about them to serve them better,” he said. “Our audience knows that when we drop new selections on Vogue every Monday, Wednesday, and Friday there will be fresh products for them to engage with each time they return. We’re driving repeat visits through our social channels, newsletter, and app.

“And we know that when our audiences come back, they spend more with our partners, half of our commerce revenue comes from visitors who return more than twice a month. We’re proud of that and looking to grow it further across Vogue and our other brands.”

The impact of Condé Nast’s audience engagement

The company’s editorial content generated over half a million unique page views in 2024, accounting for 37% of total site traffic in the United States, Gray said, as audiences increasingly rely on trusted reviews and curated recommendations across its Web sites, apps, social platforms, and newsletters. The company also drove US$600 million in sales to its partners.

As Condé Nast continues to evolve its commerce strategy, understanding audience behaviour has become central to how its brands present shoppable content. According to Gray, platforms like GQ and Vogue are tailored to match the distinct ways men and women shop, deliberately in the case of men, and more spontaneously for women.

“Men are very direct shoppers,” Gray said. “They research more deeply and make quick decisions. So when someone’s figuring out what suit to buy for the first day of a new job, they come to GQ. For summer wardrobe staples, they’re landing on our best white T-shirts page. And when they’re planning a date, they’re checking out our style guides for making a great impression.”

Meanwhile, Vogue leans into the impulsive nature of its audience.

“We design the experience to speak to those habits,” he noted. “It’s about creating the right kind of content for each mindset, and aligning it with the unique identity of each brand.”

Gray also pointed to a shift in how affiliate marketing is being perceived by advertisers. Once considered a low-value, bottom-funnel tactic, affiliate marketing is now gaining credibility as a strategic tool.

“We can admit that affiliate was once associated with discount content,” he said. “But those views are changing. Today, one in two CMOs is investing in affiliate as a way to build upper-funnel awareness and consideration.”

That shift opens up new ways for Condé Nast to collaborate across departments, Gray said: “When we align our advertising, branded content, licensing, and commerce teams, we can offer a more competitive, full-funnel solution, one that works for both our partners and our readers.”

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