Our amplification strategy was built around precision, relevance and influence, prioritising quality of engagement over scale. We knew EY’s priority audience was a highly specific group of C-suite executives, policy decision-makers, board members and priority clients actively thinking about the future of business, risk and transformation. The World Ahead provided the ideal editorial environment to reach them at exactly that moment: when they were looking ahead to the forces shaping the year to come.

We first embedded EY within The Economist’s flagship World Ahead ecosystem, with double-page brand advertisements running in both the supplement within The Economist and the standalone newsstand edition published in November. This gave EY visibility in one of The Economist’s most anticipated annual editorial moments, aligning the brand with trusted, forward-looking analysis and reaching an audience already primed to engage with future-facing business content.

The strategy then moved from broad influence to highly targeted amplification at Davos. As one of the world’s most important gathering points for senior decision-makers, the World Economic Forum offered an ideal opportunity to reach EY’s most valuable audience in person. EY dominated The Economist’s Davos week edition through high-impact cover wraps, supported by prominent inside and outside back cover creative. Through the distribution of 1,000 custom editions and 5,000 cover-wrapped editions of The Economist to global leaders across the week, EY maintained a prominent presence in the very environment where future business priorities were being debated and defined.

To deepen engagement further, the custom-produced edition created a more ownable and premium content experience for EY. With 100% share of voice, it became more than just a media placement: it was a credible, tangible asset for direct engagement. Copies were distributed at EY-hosted events throughout Davos week, while selected CEOs received individual copies accompanied by a letter from EY CEO Janet Truncale, turning the publication into a highly personalised, high-value touchpoint.

This amplification strategy extended well beyond Davos. With its long shelf life and value as a reference resource, EY was able to use the edition as an ongoing 1:1 engagement tool with C-suite clients, boards, CEOs and priority accounts. In an increasingly digital-first environment, the physical format helped EY stand out as premium, memorable and personal.

By combining The Economist’s trusted editorial platform, the convening power of Davos and EY’s client relationships, the partnership reached the right audience with content designed to sustain engagement over the long-term.