THE SUPERYACHT GROUP EVOLUTION: THE NEXT 30 YEARS

Inever really think about age or longevity, nor do I consider the mistakes I’ve made. I just try to reflect philosophically about the things I’ve learnt, the people I’ve met and the contribution we’ve made. However, this isn’t the time or the platform to indulge myself in back-patting or reflection; what I’d rather do is focus on the future and the legacy we can leave as the next 30 years of The Superyacht Group begins, with myself at the helm.

When you look at where we’ve come from and consider what was happening in 1992, there are stark contrasts to where we are today. It was almost impossible to consider or predict that, as an industry, we would be building projects of the scale and complexity that we deliver today. Think M/Y Nord, M/Y AHPO, M/Y Viva and others in the large superyacht category. This evolution has been followed closely by my extensive and diverse team, and I wanted to use the first Superyacht Report of our 30th year to share a very simple request, wish, concept and thought.

We don’t just report on new yachts, broker transactions or yachts spotted in obvious places, we leave that to the others. Our long-standing mission and objective is to use our unrivalled editorial expertise, our global leader network and our intelligent market analysts to interrogate, report and analyse where we have come from, what’s really happening and where we are heading.

Chairman Martin Redmayne ponders the legacy of TSG’s unrivalled expertise ... and shares his vision of how this content might be shared exclusively with stakeholders in future.

In 2022 and beyond we have aligned and streamlined our portfolio into four very simple channels – Superyacht News, Reports, Forums and Consultancy (both intelligence and creative), all of which are supported by the most unique, qualified, high-quality content, information, intelligence, journalism, debate and opinions available today.

This quartet of information channels requires a lot of hard work, focus, investment and dedication, and traditionally this has all been financed and funded by our industry’s advertising and marketing spend. But in the new era of next-generation media, high quality, unique content, intelligence and insights are becoming accessible to those decision-makers who value the information and want to see content that is unbiased, impartial and independent of commercial influence.

So the big question is, if we put all this unique information, news, journalism, analysis and intelligence behind a digital membership paywall, would you pay for exclusive access? Our 2022, 30th Anniversary mission is to become the Bloomberg, Financial Times, Reuters or Economist of the superyacht world, where our audience invests in the best journalism, analysis and debates, not the advertiser. The advertiser invests in our audience.

If you have any feedback on the concept of our digital membership paywall, feel free to contact me directly at martin@thesuperyachtgroup.com