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Meta’s Ad Revenue Goes Up 26.81% From $28,101 Million To $35,635 Million In Q1FY24

Meta has reported a stark 26.81% increase in its Advertising Revenue for three months ended March 31, 2024, for it has amassed a total of $35,635 million in Q1FY24 as opposed to the $28,101 million it clocked in during Q1FY23. With this, the Ad Impressions delivered across Meta’s Family of Apps shot up 20% and Average Price Per Ad increased 6% on a YoY basis.

MM Desk by MM Desk
April 25, 2024
in What’s Buzzing
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Meta’s Ad Revenue Goes Up 26.81% From $28,101 Million To $35,635 Million In Q1FY24

In the first quarter of the current fiscal year, Meta has reported a 27.26% increase in its Revenue as it amassed $36,445 million in Q1FY24, juxtaposed to the corresponding period of FY 2023 where the same stood at $28,645 million.

Of the total revenue, it was the tech major’s Advertising Revenue which went up 26.81% to $35,635 million in Q1FY24, from $28,101 million in the first quarter of the previous fiscal year.

Adding to this was Meta’s Other Revenue which stood at $380 million in Q1FY24, up 85.36% from Q1FY23’s $205 million, contributing to the company’s revenue from its Family of Apps.

For the three months ended March 31, 2024, the third element which added to Meta’s Total Revenue was Reality Labs which added another $440 million in Q1FY24, which is 29.79% higher than $339 in Q1FY23.

During the period between January 1 to March 31, 2024, its Family Daily Active People increased by 7% on a year-over-year basis to 3.24 billion; Ad Impressions delivered across its Family of Apps go up 20% along with Average Price per Ad getting increased 6% on a YoY basis.

Similarly, Meta’s Income from Operations was also up 91.20% on a YoY basis to $13,818 million in the first quarter ended March 31, 2024, juxtaposed to the first quarter of previous fiscal wherein it stood at $7,227 million.

Being the parent company of Facebook, Instagram, WhatsApp and more, the tech giant’s Total Cost and Expenses, on the other hand, shot up 6% on a year-over-year basis to $22.64 billion with headcount being reduced 10% YoY to 69,329 employees.

Of this Total Cost and Expenses, Meta’s expenditure on Marketing and Sales went down 15.77% to $2,564 million in Q1FY24 from the corresponding period of the previous fiscal year wherein the tech giant had spent $3,044 million on the same.

Moreover, the Net Income of the tech major stood at $12,369 million in Q1FY24 which is 116.66% higher than that of the corresponding period last year wherein it accounted for $5,709 million.

Commenting on the quarterly update, Mark Zuckerberg, Founder and CEO, Meta, stated, “It’s been a good start to the year.”

“The new version of Meta AI with Llama 3 is another step towards building the world’s leading AI. We’re seeing healthy growth across our apps and we continue making steady progress building the metaverse as well,” he added.

Furthermore, Meta in its CFO Outlook Commentary also mentioned that it expects second quarter 2024 total revenue to be in the range of $36.5 to $39 billion as its guidance assumes foreign currency is a 1% headwind to year-over-year total revenue growth, based on current exchange rates.

“We expect full-year 2024 total expenses to be in the range of $96-99 billion, updated from our prior outlook of $94-99 billion due to higher infrastructure and legal costs. For Reality Labs, we continue to expect operating losses to increase meaningfully year-over-year due to our ongoing product development efforts and our investments to further scale our ecosystem,” it mentioned.

In its commentary, it also went on to add, “We anticipate our full-year 2024 capital expenditures will be in the range of $35-40 billion, increased from our prior range of $30-37 billion as we continue to accelerate our infrastructure investments to support our artificial intelligence (AI) roadmap. While we are not providing guidance for years beyond 2024, we expect capital expenditures will continue to increase next year as we invest aggressively to support our ambitious AI research and product development efforts.”

“Q1 was a good start to the year. We’re seeing strong momentum within our Family of Apps and are making important progress on our longer-term AI and Reality Labs initiatives that have the potential to transform the way people interact with our services over the coming years,” it reaffirmed.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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