That's almost my cue, I guess, so that everything is come down here. I have a very important health and safety briefing because not everybody works in this building every day. In the event of any emergency, please listen to the instructions given by the safety alarm. For your building evacuation, proceed with your host to the nearest exits. These are, I'm guessing, at the back where you came in. The assembly point is Granary Square, which is just outside behind these curtains here. That's done. Hopefully, tick the health and safety box before we start, and hopefully we won't need it. Welcome, everybody. Good afternoon. Thank you for joining us at our London hub here at King's Cross.
This is a fitting setting for our capital markets event today, as it's the heart of our innovation and growth agenda for Saga. Many of you will have seen that we released a trading update this morning, which demonstrated that we're on track to achieve our full year expectations. Building on that, this afternoon is about looking forward at some of the new drivers of growth for the group as we build Saga into the superbrand for older people. We take a step back and think about how things have changed in the last 10-20 years, it's clear that Saga has a unique opportunity. Take my mom, for instance, Sheila. She's 84 years old, wears jeans and regularly texts my grown-up children and uses an iPad, Snapchat, and WhatsApp for almost everything.
Casting our mind back to even 10 years ago, that wasn't a typical 84-year-old, but it's now becoming the norm. Our unique customer group or what we fondly refer to as the experienced generation, is changing constantly. Whether that be by the way they're feeling older, what they want from life, their expectations and what they perceive as value, or indeed the way they interact with technology. It is these changing needs that Saga is uniquely positioned to fulfill. Today you'll hear more about our plans to do just that. You will hear from some of our team who are creating the superbrand vision for our customers. After a brief reminder of our strategy, I will hand over to Lisa Edgar to take you through our insight work.
Lisa is the CEO of the leading insights agency for older age in the U.K. Saga acquired the company last February to power up our ambition. Lisa will show you how we are tuning in and turning up exceptional customer experiences and driving commercial strategies based on how our customers think and behave. We believe that Saga customers are happier, more active, and potentially live longer than non-Saga customers, which is a significant draw as you age. Lisa will hand over to Mike O'Donohue, who as Chief Data Officer, has a critical role in delivering our data-led, insight-powered plans. Mike has recently joined us from Camelot and has deep experience in running data, customer insight, and analytics teams from McKinsey, Centrica, and Tesco. Mike will headline the enormous opportunity we have in mining and commercializing our database.
Turning years of promise at Saga into reality and creating a lifetime value model benefiting and rewarding our customers. Finally, Mike will hand over to Aaron Asadi, who joined us in September as CEO of Saga Media. Aaron has 20 years experience leading media teams across the U.K. and internationally. Saga Media will not only be a profit center in its own right, but will also supercharge our existing businesses by providing millions of customers with engaging daily content and reducing our cost of acquisition across the group. Saga Media is digital, it will also begin to take the brand international. Moving on to our strategy. Before we go on, it's worth just ensuring that everybody is on the same page with us as to what we mean by a superbrand.
This is a brand whose customers enjoy significant emotional and physical advantages over competitor brands. Where customers consistently rate the brand every day with a Net Promoter Score of over 75 and are willing to pay a premium for its products and services based on its inherent additional value. This is our journey. This is what our customers have told us that they want from Saga. It matches their life stage ambitions. It is what Saga Cruises is already achieving under Nigel. We know that we have the formula and we know we can deliver it group wide. Caring for our customers and guests, going the extra mile without a second thought. Our colleagues understand this too. We are building from a base of heritage, knowledge, and experience. For us, part of this ambition is reshaping the way that people think about aging.
Instead of seeing age as a negative, we see it as it should be celebrated, as with it comes experience. This is what we've been working on over the last couple of years with our brand relaunch. How do insight, data, and media come into this? Insight, data, and media are 3 of the biggest drivers of customer numbers, MPS, revenue, and profit growth. This is why we wanted to spend a bit of time with you today talking about what they mean to us and to our customers. If through our insight, we're able to understand our customers and connect the dots to a deeper level, what they really want and how they perceive themselves, then we can tailor Saga and our products and services to fit them perfectly.
Doing this will encourage customers to return again and again, equating to around 30 years of value on average. Bringing Mike into the equation, when we harness this insight and connect those dots with the data that we already hold over, for over 10 million people over 50, it becomes a huge opportunity. Knowing this group better than anyone else allows us to personalize their experience from the moment, and allowing us to reduce the cost of acquiring new customers. Turning to Aaron's media business, which is a key enabler in this process. We've built a content platform, which I'll let him explain more in detail later. Put simply, it will increase the volume of our interactions. Instead of insurance or travel booking, we'll be interacting daily by providing exclusive content and inspiration.
Not only does this act as a pipeline bringing in new customers to Saga from day one, but the business will be profit generative in its own right within 5 years. Our vision is simple. We want to be the largest and fastest growing business for older people in the U.K., with ambitions set for this model to go global. Our priority is to move the Saga business from low annual purchase frequency to high frequency and high engagement products and services that are important to our customers. This is based on maximizing the largest pool of the most insightful data within our database on what is the fastest growing and wealthiest demographic segment the world has ever seen. This is a compelling opportunity, and we will now take you through how we intend to deliver it for our customers.
Three elements are vital for our success and have our primary focus. Firstly, that we increase the frequency of interaction with our customers from once a year in the most part with our existing product set, to twice a day with the introduction of Saga Media and a product reset across our existing businesses. Secondly, the work on our database will enable us to increase our customers products and services from 1 today to at least 3 in the future. We do this by ensuring that the Saga brand and what we offer is relevant for each customer as they age and step through each of their later life stages. That we capture their consent to talk to them and serve them with our carefully tailored products and services, and we maximize that opportunity through cross-selling.
Finally, we create lifetime value model for up to 30 years, building on the already high loyalty and retention of over 80% across our businesses today. Help our customers live longer and happier lives by serving them with exceptional products and services every day. These are our parents, our grandparents, uncles and aunts, and they deserve the best in their later years. Saga is here to deliver it. There are two aspects to this slide. Firstly, on the left is a simplified view of our business model, where we take our pipeline of new customers, principally through Saga Media, the brand repositioning and our innovation, and we inspire and engage them through our data-driven customer journeys. This feeds into our updated database capability, which allows us then to connect them to our existing businesses.
This provides incremental targeted growth, lower cost of acquisition, and higher margins over time. On the right, we're building our customer hierarchy with our most valuable customers at the top, and specific journeys for new customers to enter our world and benefit from more involvement over time. Some of our most valuable customers today have already demonstrated a 25-year plus journey with Saga. Delivering hundreds of thousands of GBP of value in margin and buying multiple products multiple times a year. This gives us confidence that we can identify and grow more customers like this, with customer today is 78 years old, has been a loyal customer for over 25 years, and has delivered over a quarter of a million GBP of margin alone. What does this look like across our business in the next 5 to 10 years?
The shape and size of Saga will change, with profitability growing significantly as a whole, indicated by the larger pie charts at each time frame on this slide. The profit contribution of our businesses will change too. Insurance dominates today, and while we still expect profit growth from broking, it will be a smaller part of total group profits as we go forward. As we grow other elements of our mix, cruise and travel have both been transformed in recent years, and we expect them to achieve extra significant profit growth, based on increased passenger numbers, frequency of travel and cross-sell. Our small personal finance business, Saga Money, will increase its product set and is already beginning a cross-sell program with Saga Cruise, running money-themed cruises with Paul Lewis starting in March this year.
With almost 2,000 guests a week across both of our ships, we can help them with their money needs and concerns from a brand they trust. Finally, in the dark blue segment, you can see the profit contribution from Saga Media as we progress through the plan. With growth in customer numbers expected to begin immediately. This is all based on our simple 3-step growth plan, which we have spoken about previously. Step 1, maximizing our existing businesses. Step 2, step changing our debt reduction. Step 3, creating the super brand for older people. To hear more about Step 3, creating the super brand for older people, let me first hand over to Lisa Edgar, CEO of Saga Insight. Lisa.
Thank you, Ewan.
Good afternoon, everyone. It's great to be with you. I'm Lisa Edgar, Chief Executive of Saga's wholly owned insight and aging expertise unit. I've owned and run agencies for over 20 years, and I have a background in econometrics and forecasting, psychology, and more lately, consumer and aging insight. Saga acquired my team and I about 10 months ago because for a number of years we've been working at close quarters with the fastest-growing and wealthiest older consumer base we've ever seen. The acquisition of my business was about fully realizing the opportunities this offers. To be forthright about it, we're not here to gaze at our navels about aging or insight.
We're here to ensure that what we offer is so uniquely meaningful, relevant, and compelling to the huge numbers of people over 50, and within them, the ever-expanding population of retirees that they want to engage with Saga, and on a regular basis. The latest data suggests there are about 25.7 million people over the age of 50 in the U.K. now, and between them, they are spending GBP 292 billion on non-household expenditure. We're here to ensure they choose to spend their considerable disposable wealth on what we offer, because what we offer is built on the needs of today's older population. To put it even more bluntly, we know the fifty-plus population of today do not want benevolent brand support from Saga or indeed anyone.
They want a brand capable of giving them the unlimited retirement life they seek, life unconstrained in their older years, a time for them. This is the super brand connection we are building. We want to encourage first purchase into a lifetime of purchases and advocacy, precisely because we can anticipate and serve customers' needs as they develop with age. During the next few minutes, I will talk about the size and nature of the opportunity open to Saga, why we're in prime position to realize this, what that means for what we must do and are doing before sharing with you key components of the work we've already done over the last few months. I'll finish with our system and plan for moving our customer-led strategy forward.
We talk about the opportunity in the 50-plus population as whole, but I'm going to highlight now those in their 60s because this is the opportunity bullseye and where Saga is aiming its offer. Also because this group exemplify what today's older consumers have in front of them. Let me talk about the components that make this bullseye. The first of 3 key components is health. Life projections demonstrate how we can serve even those in their 60s perhaps another 30 years. Males or females aged 60 years old today can expect to live another 25-30 years or more. In fact, those in Saga's more affluent consumer base can expect to live even longer. They are healthy.
Very few of even those on the edge of retirement, only 15%, see themselves or their lives being limited by health. Saga customers are even less limited by their health. Second, their wealth shows this is a lifetime of demonstrable value. Those approaching their 65th year today are the wealthiest cohort overall and on almost every ONS wealth measure. 1 in 4 of every post-65-year-olds in the U.K. have more than GBP 1 million in pension and property assets. Research also shows that this group have always been wealthier than their other generational counterparts. Again, Saga customers are even more affluent than this. Our target and existing market has health and wealth. They also have time. This is key. It is likely that approximately 25 million hours per week are released into free time when people get into their sixties and beyond.
The majority see this period as something to really embrace and maximize. They spend it doing a plethora of activities, six on average. They are heavy consumers of enjoyment. Health, wealth, time. We know this to be a heady combination. It's the combination that makes for an engaged and discerning consumer. Of course, we know that not everyone has this profile, but our modeling shows that this is the group that's particularly attracted to Saga. Why do we believe that Saga's in prime position to realize the opportunities that I've outlined? It's for three key reasons. First, we're not only single-mindedly focused on older consumers, but also on how aging develops and changes them, because we know that it does.
Second, because we know these age and life stage-related changes do matter in that they impact on what consumers need, what they spend their wealth on, and how they do so. Third, driving this age and aging-related expertise and insight into meaningful propositions presents real commercial value. Let me bring this logic flow to life. This is an example of how the journey from aging expertise and deep understanding of customer needs leads to compelling propositions, and one that's showing early signs of success. At our annual results, John Constable, our Travel Group CEO, revealed our exciting Tailor-Made Travel proposition. It's a personalized travel experience delivered by specialist travel experts. It has a deluxe VIP service wrapper that enables the traveler to enjoy the hedonism of the experience, make all the nice choices with none of the sacrifices or effort. It is the door-to-door unbridled experience.
We all have a vision, I'm sure, of what our personal travel dreams look like. I have to admit that this is one of mine, and I'm delighted that Saga can now make this happen and in the way that I want it. This proposition is a function of our in-depth knowledge of the phasing from pre into active retirement, and what our customer base is looking for as they do so. Our aging expertise helped identify the opportunity. We knew we were servicing a different expectation from pre into active retirement, and one that is focused on a personal hedonistic experience. One that wants a life unlimited in older years rather than slowing down, one that wants adventure without sacrifice, multiple gap year experiences on memory foam king-size beds rather than the paper-thin sleeping bags when I was traveling as a student, a take-and-eat-it experience.
One that enjoys service but not support in its traditional forms. Service that nods to our customers' success rather than labels them as being old. Our insight capability then supported the build from the proposition and its features for the naming and positioning. As I was saying, the early signs look good. The 5 new proposition categories and 300 new individual products have already spawned almost 1,000 calls from potential customers of this high-service, high-value proposition already ahead of our targets. Ultimately, Tailor-Made is driven from a clear age-related need to have the very best time, both before and in retirement. When we were acquired 10 months ago, we knew that if Saga could harness its aging expertise, insight, and its considerable data assets, we could build unbeatable propositions. With Tailor-Made, I've given you the first example of this bearing fruit.
We knew, though, that doing this on a consistent basis meant setting ourselves some clear targets. First, ensuring we have absolute focus on who we target and what they need from us as they age to every Saga colleague and demonstrate to them how they can add value in what they bring to our customers through their roles. Third, that our knowledge is built into the way we develop products and the way that we serve our customers. It is just the start. We are delighted with the progress that we've already made. During the last 10 months alone, we've used our age-related expertise to segment the 50-plus market, giving us the ability to target and build by what drives our customers and potential customers.
As of today, every single one of our Saga colleagues at every level has been through a Basics of Aging program, exploring the opportunities our demographic offers and what we need to understand about them to realize those opportunities. We have further shaped our product development process to be needs-led and based on design thinking. This approach is now being used by our insurance business. We will ensure all of our business units use this approach during 2023. I'm now gonna focus more on the first of these, our ability to target and specifically build around those targets. You know, I've overseen countless segmentations, and Saga's is unique in that not only is it large in scale, based on nearly 3,000 market consumers, but age representative from 50 through to 90.
The 2,500 Saga customer numbers you can see on this chart allowed us to see where we are strong, who we should focus on, the size of the opportunity, and ultimately, how their needs might change over time. Our segmentation, modeled on variables we knew would be pivotal, enabled us to understand how needs and purchase behaviors change for different groups of people, typically at different life stage points, and what it will take to drive that behavior change in Saga's favor. The model allows us to shape our offer going forward at the right times and to those groups with the most potential. It will also support our specific targeting of those groups. These will result in a customer base that costs less to attract and simply feels happier, more recognized, and better about the life stage that they are at.
Our segmentation. The model produced 8 segments, cohesive groups of consumers we can target. 3 of them, the most affluent of the 8 market-based groups, represent about 76% of Saga's customer base, and each of them has considerable opportunity, both within the Saga customer base and the 50-plus population as a whole. The numbers here are the size of each in the 50-plus population, and we are prioritizing the 3 you can see over the other 5 because what our model tells us. These 3 have significant spending power, strong propensity to buy the types of products we have and are building, alignment with our brand direction, and we feel confident we can attract them. This gives us focus for our development, and it doesn't, of course, mean we won't be serving the needs of the other 5 groups too. We will. It is simply about focus.
Our primary focus is our Life Maximisers. This group is the wealthiest of our retirement targets. They are just less than a fifth of the 50-plus consumer population as a whole, but almost half of our customer base. Further, we expect this group to expand as the notion of how people live in retirement continues to change, and we're keeping an eye on this. The headroom is significant. There are over 800,000 of this key group on our database, but a further almost 4 million in the general population. They start to become customers just before their retirement and continue to do so until past their 90th year, giving us a potential of 30 years with them. We know who they are and what they're looking for. They are discerning, confident, active consumers of stimulating experiences, and they embrace retirement. They're comfortable with digital.
In fact, they expect it. They like premium, but want proof of value within that. They have the greatest combination of health, wealth, and time. We want to grow and sell a wider range of products to meet the needs of this group. We will shape our full range of key propositions around them. The second is probably a group that many would associate with the traditional Saga customer. They are Cautious Planners. They are comfortably off, but worry more and need increased support, particularly with digital. They are about a fifth of the customer base. There is smaller headroom in this group, but they are very strong Saga advocates, over-indexing on all of our current products. We will continue to respect the needs of this group and retain their trust as we develop a more forward-looking product set. Third is the group we call Horizon Seekers.
Our analysis shows they're very likely to become Life Maximisers. They're currently still maximizing their careers. They do have an eye on the horizon, their retirement. When like their older counterparts, we expect them to max out on their newly found free time. The headroom is significant too, as whilst they may not generally consider themselves ready for Saga products now, they are buying the types of products we want to sell to them, including cruises and travel, and they will do so for perhaps another 30 or more years. We can start to have a conversation with this target group through Saga Media, which Aaron will talk to you about in a bit. They are warm when they reach our heartland. They will be our yardstick for development. I want to tell you proudly about our unique customer panel.
It is and will support deployment of our segmentation as well as Mike's work in funnel and lifetime value maximization. Aaron's and Saga Media's mission to truly engage customers and our business units drive to value by enabling faster and more compelling propositions reach our audience. We have built an almost 12,000-strong customer panel, the largest 50-plus age-representative customer panel in the U.K. Further, 6,000 of them and rising are labeled according to the eight consumer groups I mentioned earlier. We've appended to this 6,000 their Mosaic profiles, and we also have the ability to append transactional data too. Furthermore, on a weekly basis, all of our customer panel members are telling us more and more about themselves and what drives them.
It is a powerful tool that helps us maximize the value of the segmentation as well as translate constantly evolving insights to propositions and communications that work on an individually meaningful level. I spoke to you earlier about our Tailor-Made Travel proposition. This is focused on primarily on our Life Maximisers, though we already know it has appeal across all of our key customer groups. Our segmentation has also already revealed a number of opportunities within our existing product range. An example being the need for a tiered travel insurance product due for launch quarter three this year. It is built around knowing how our customers' travel protection needs and concerns develop as they age. It means we can offer choice depending on where our consumers sit against that journey.
Ultimately, it means we can maximize the value from our travel insurance offering. It was built on our Experience Voices customer panel. We've made very, very good strides in the last few months. We're now embarking on driving a needs-based design thinking customer strategy. We know we're only the first few steps in. At a broader level, this disciplined human-centered design will be hardwired into our business units. With our segmentation complete, needs identified, and personas articulated, we're now working with the business units to build and optimize propositions that drive optimal customer journeys. We will measure expectations and experiences against these journey-based needs and ultimately align everything we do around them. You know, my experience tells me that many businesses, including Saga, are doing individual elements of this. The key, though, is how everything links together as a direct flow from customer needs.
We intend to ensure these linkages over the next 12 months. A continuous cycle enabling our customers' best lives, a life unlimited, unconstrained by hassle or sacrifice. Coming back to the slide I started with. In 2022, Ewan put insight and data at the top table. We believe that together this provides Saga with a twin engine it needs. Saga has a unique opportunity to drive value because, taken together, data and insight can reflect in what we do, who customers truly are, and what they need as they age, which means they will be regularly compelled to engage and spend with us. They will do so, as Aaron will tell you, on a regular, not a once-a-year basis, and they will do so throughout our lifetime with them. Saga is poised to capitalize on the combination of health, wealth, and time.
Our focus is clear. Now I'm delighted to hand over to Mike to work through with you how the data engine will translate this to a profitable lifetime value model.
Thank you, Lisa. One brand is best placed to win with customers over 50. 40% of the market is already known to them. They have rich, actionable data and millions of interactions annually with prospective customers. That brand is Saga. Afternoon, everyone. I'm Michael O'Donohue, Saga's new Chief Data Officer. I joined the business in October from Camelot, the operator of The National Lottery. There, I was part of the management team that drove 6 years of consecutive growth and record returns to good causes. Data and how we used it was an important part of that success and the same potential is here. As Ewan set out and Lisa has just brought to life, our customers want to maximize their health, wealth, and time.
Saga's opportunity is to offer a broader range of products and services to serve those needs, particularly the needs of the most valuable segments, the Life Maximisers and the Horizon Seekers. This will drive growth in both customer numbers and value per customer. Data is a major source of competitive advantage. Over many years, we have built a database covering 40% of the market, giving us unrivaled access to customers at lower costs. The database contains actionable information on needs, preferences, and behaviors, giving us the data to deliver personalization at scale. By linking Lisa's panel with the database, we'll generate even more deeper proprietary insights. Finally, the Saga brand attracts more than 11 million unique annual visitors, giving us valuable information about customers' preferences and their buying intentions. This too is set to accelerate with the growth of our Media Business.
In the next few minutes, I want to set out our plans to finally translate these competitive advantages into customer growth and value per customer. First, I'll describe a data-driven approach to marketing based on lifetime value. Second, I'll share with you the steps we are already taking to deliver this. Finally, I'll explain what you can expect to see from us over the next few years. With that introduction, let's get into our plans. The opportunity for Saga is to have a broader and deeper relationship with more valuable customers. To unlock this, we are adopting a data-driven approach to marketing and maximizing lifetime value. This involves focusing our investments in customers, marketing, and data on driving enduring relationships. In doing so, it's essential to measure two things accurately.
The first is the true value of a customer today, their value over an entire lifetime after subtracting investments in acquisition and retention. The second is their future value, which changes with their needs over time, as Lisa has so ably explained. By analyzing the underlying economic drivers of these relationships, we can establish a much more informed basis for marketing investments and work out how to maximize the value of every single customer relationship. Let me unpack this a bit further. Making lifetime value central to marketing investments recognizes three facts. First, customer relationships extend well beyond a single year. The average tenure of Saga's most valuable customers is 17 years, and even amongst the rest, it averages at 13 years. Second, customer relationships extend beyond a single product.
Our most valuable customers typically have 2.7 products and buy services and products across the group multiple times a year. Third, some customers will be more valuable in the future than others. Our most valuable customers are 17 times more valuable than our least. In adopting a lifetime value approach, we have established a new goal for marketing investments which will lead to better performance. This financial benefit flows from creating more advocates and promoters, people who spend more, stay longer, and recommend Saga to friends, family, and neighbors. Let me explain how this differs in practice from what you're used to seeing from Saga. Starting at the top of this slide, the first significant difference is attracting more valuable customers from the outset.
We want to maximize growth amongst the higher value Life Maximisers and working with Lisa and her team, we can identify these customers on our database and then target similar prospects using Google, Facebook, social media, and other digital channels. The second major difference is moving away from merely transacting to actively nurturing relationships with customers. This involves connecting with their needs and preferences and delivering relevant, tailored experiences that are genuinely exceptional. With the support of the new media business, we can now deploy more engaging content into the buying journeys. This sets up the next difference, which is shown at the bottom of this chart. We introduce customers to products and services in a timely and relevant way. By monitoring customers' reaction to the content and the journeys, we can evaluate their readiness to buy and work with them to encourage that.
The final difference is an emphasis on retention and encouraging loyal customers to recommend Saga. By way of illustration, transactional NPS in our cruise business is 80, and we have the opportunity to capitalize on this with a program of rewarding customers for recommending Saga to friends, family, and neighbors. At this juncture, I expect you're all wondering with all of these advantages why Saga hasn't done this before. I'll try and use the analogy of a car to explain this. First, until now, we didn't have the right fuel to put in the car. Understanding true value means bringing together multiple data sets and integrating them into a single view of the customer. This view needs to include product holdings, revenue margins, transaction history, and all of the costs are associated with the customer.
To address this, over the last two and a half years, we've invested in re-platforming all of our data and creating a single integrated view of the customer. Second, until now, we didn't really have the engine room in the car. Delivering highly relevant, timely, and personalized experiences requires capturing and processing large volumes of interaction data across multiple channels. Although Saga was once best in class. The toolbox we have was built to support an outbound direct marketing model with long response times. To address this, we've had to deploy new state-of-the-art technology and tools for data processing, data science, and marketing operations. Finally, until now, we haven't really had a qualified driver. Optimizing lifetime value requires an operating model that is customer rather than product-centric.
To address this, we've had to shift to managing the customer as an asset of the group as a whole, based on an integrated strategy. The analogy is no doubt imperfect, but hopefully helpful. Having addressed this, I'll turn to talk through the steps we are taking to move forward at pace. Three key sets of actions are already underway. First, we are taking steps to grow our database, focusing on driving digital sign-up, enriching our data, and increasing marketing consent. Second, we are taking steps to build the value model, focusing on developing a strategy for maximizing lifetime value and designing a program of test and learn. Finally, we're taking steps to deliver personalized experiences to customers in our channels, focusing on building a recommendation to optimize value.
In the next few minutes, I want to unpack the more critical elements of this and explain how they lead to growth. Our database identifies 10 million customers, a further 1 million interact with Saga's website every week. To exploit this, we need to have the right permissions to introduce customers to our products and services. We calculate that doing so is worth an incremental GBP 97 in margin per customer annually. However, to unlock this value, we're going to have to change our approach to opt-in. Currently, what we ask customers is for a very narrow, specific product and channel-based permission. This constrains us in three ways. We cannot share with many customers the full range of Saga's current product offering, nor can we share new products and services that we are developing, nor can we introduce them to trusted partners.
Going back to my car analogy, this is the equivalent of trying to drive with a handbrake on. To address this, we're trialing a new simpler approach using a group-wide opt-in. This approach is aligned against our super brand strategy. It's simpler for customers and easier for colleagues, consequently, we've seen a 20% increase in the number of marketing consents gained. The next step is to launch a concerted program to re-consent all customers in quarter two. Over time, this will grow the size of the marketing database and the marketing universe and reduce our CPAs. As I mentioned a moment ago, we're building the lifetime value model. We've calculated the value of each customer and are in the process of categorizing them and setting strategies.
The strategies and supporting initiatives will be focused in 5 key areas: extending relationships in existing product categories, introducing new products to customers, driving engagement, improving retention, and encouraging recommendation. Maximizing value will require finding the best propositions, messages, incentives, and rewards, which we'll do through a program of test and learn and through working with the Saga Insight team. It's important to draw out that this approach extends beyond current customers, and will enable us more effectively to target both known and unknown prospects. As such, we expect to see a significant improvement in the effectiveness of all of our marketing over time. As well as building the lifetime value model, we're also building a recommendation engine for the best next action for each customer, thereby enabling us to deliver more personalized experiences.
We've designed the system and aim to have it live by the end of quarter one. The first iteration is fed with data from a suite of propensity models. These propensities are adjusted based on recent customer behavior, such as website browsing. The recommendations can be tuned based on the time of year, the trading calendar, or the trading conditions. Over time, it'll grow in sophistication, and we'll be able to orchestrate sequences of activities covering brand building, offer management, customer service, as well as sales. This will enable us to deliver much more relevant, timely, and personalized experiences. There's also considerable opportunity to use the data from Saga Exceptional, our newsletters, and the magazine to enrich the experience even further. There'll be a two-way link between the recommendation engine and the channels.
This enables us to push best next actions to the channel and then collect the data on what the customer is doing in response, which in turn feeds the next recommendation. By the end of this year, we'll be using this recommendation in our digital channels to attract higher value customers, on our website and in our CRM channels to offer more personalized experiences and to convert more traffic, and in our contact centers to offer better service. In summary, we have already begun implementing a new data-driven approach to marketing based on lifetime value. Over the next final few minutes, I want to share with you what you can expect from Saga going forward. Our roadmap will see us increase the use and sophistication of lifetime value over time. The roadmap has four phases. Phase one is approaching completion and will see us establish the lifetime value model.
Over the next financial year, we will fully connect this into all of our channels, transition to using it as the basis for planning and prioritizing all of our marketing activity, and prove out this approach using test and learn. As a customer, you will start to see much more personalized, relevant, and engaging content. Over the next 2 years, we'll fully embed this approach and broaden the application to all touchpoints. This will involve expanding the predictive capabilities of the model with much greater focus on future value. We'll be working closely with the Media team, which will provide rich seams of data on customers' interests, their preferences, and their behavior. Over time, we'll speed things up, updating recommendations in real time across all channels. This will require greater automation based on much more use of advanced machine learning and self-learning models.
The result for customer will feel like a much more seamless experience from Saga. In summary, our roadmap will see us harness the full potential of data-driven marketing focused on lifetime value to capture, satisfy, delight, and retain customers, and turn more of them into advocates. I said at the outset, data is a huge source of competitive advantage. Now we have the platform, the tools, and the operating model to translate this into action. Through adopting a data-driven approach to marketing based on lifetime value, we will better understand our customers, serve more of their needs more effectively, build stronger relationships, and ultimately create more advocates for this business. In doing so, we will deliver growth both in customer numbers and in value per customer. Thank you for listening. Now, I hand to Aaron.
Thanks, Mike. Hi, I'm Aaron. Since September last year, I've been Chief Exec of Saga Media. It's my 20th year working in media, and from 2016 to this time last year, I was on the exec at Future PLC. While I was there, we grew that business from a GBP 150 million market cap to, at its peak, GBP 4 billion. It was a great journey. We took long-standing brands to new audiences, reaching millions of people across the world, and I like to think making their lives a little better as a result. Now with Ewan and Mike and Lisa and the rest of the Saga team, I want to bring that same success in media here, connecting with and growing our Saga audience in an entirely new way.
I'll talk today about how we're going to do that, what it takes to win in this space, and why Saga are so well positioned to achieve so much. I'll talk about how we can grow our audience, how we create value from that, and how we extend beyond. From 30,000 feet, it's what we're talking about and part of the reason we're so excited. Ten million global Saga Media customers in 5 years. 1.5 million new customers to the wider group arriving through media. Over GBP 50 million of new to Saga revenue from next year to 2027. A business that in its own right will go on to generate upwards of GBP 40 million PBT. It's diversified capital light. Now, as is the case, when you join a new business, you often hear lots of stories.
There are many stories I've heard about Saga since joining. At some point, actually, I'd invite you to ask Ewan about the cruise ship customer that likes strong tea. It is surprisingly compelling. It is, I promise. It is the origin story that I like best. A hotel, Hotel Rhodesia, where it became a home away from home for an older generation. A place they could call their own, come together, find trust, connection. Where they're seen as more than mom or dad, grandma, and granddad. Today, I want to tell you about a new home away from home that we have created, a new place for experienced people to feel like they belong as individuals, not as relatives. Lisa gives me lots of stats.
I don't remember all of them, but this one I do, mainly 'cause it's written down. People over 50 command 55% of consumer spend, but they only feature in 23% of consumer marketing. About 50 million people over the age of 50 use Facebook in the US alone, and there's nearly 10 million here. They aren't who Silicon Valley wants to talk about, right? My mum, a semi-retired nurse, might look to buy a laptop online and find some good advice, really good advice from the likes of TechRadar or Tom's Guide. She doesn't believe it's for her 'cause she doesn't see herself in that recommendation. What does she do? She calls me up or she asks around. At Saga, we want to change that.
We know that our customers need a home online that they can call their own, where they can get advice on what to buy from someone who understands them, where they can feel at ease but equally inspired and connected. Our mission is to build and launch digital media that is proud to represent the real needs and interests of people over 50. To give advice, share stories, give them a place where they can be heard and valued. We want to create a space online for our customers that embodies everything that has made Saga such an incredible brand. We believe our customers deserve a place online to a luxury cruise ship or a seat on a private jet flying across the world.
While great sites, and they are great sites such as Good Housekeeping or aarp.org exist and attract tens of millions of people every month, the truth is that there isn't a site just for our customers, until now. Today, I'm delighted to introduce Saga Exceptional. Before you whip your phones out to Google this, it is found at exceptional.com, so feel free to do that while I talk. A brand-new website. It is proud to be made for Saga customers with best-in-class consumer advice and inspirational stories that celebrate these incredible generations. Now, Saga Exceptional will concentrate on two types of content, and both will have infinite potential. First, great consumer advice, in-depth reviews of products and services for the way our audience wants to use them with buying guides, how-tos, opinion columns, news, making sure every visitor finds exactly what they need.
Second, inspiring stories about our audience, from 80-year-old marathon runners to 70-year-old stunt drivers. Our stories will celebrate the personal brilliance of these generations in a way no one has before. Powered by the very same insight Lisa has shared with you today, Saga Exceptional will shine a bright light on its people and their passions. We recognize that nothing truly great is built without amazing talent. That's why Saga Exceptional is being led by some of the most respected creators in specialist media, joining Saga from giants such as Future and TI Media. Among them, Angie O'Farrell, our Chief Operating Officer, ELT at Future and TI Media, leading major brands such as Woman & Home and Marie Claire, Chief of TechRadar, one of the world's largest consumer tech sites. Sam Robson, Chief Audience Officer, SEO industry leader overseeing audience development at Future, TI Media, and GoCompare.
Ross Curtis, Chief Product Officer, eCommerce platform leader at Future, owning the tech that supported millions of annual transactions. Matt Smith, Chief Revenue Officer, Future's eCommerce leader from 2017, growing revenue from half a million quid to over GBP 120 million a year. It's a brilliant team of real proven talent, and it's a testament to what we're doing here that they were so quick and keen to join. Simply, they believe in the opportunity. More than that, they care about our mission. They know that this is a chance to make a real difference to lives that touch us all. This team alone can't make Saga Exceptional what it needs to be.
We know to be different, we need to work in a new way, which is why I'm also delighted to say that not only will Saga Exceptional be for its audience, it will be by its audience. We have done over 150 interviews with experienced writers and creators and recruited amazing individuals aged over 50 who have been working on the website since November. We wanted to go even further. We recognize that the best advice is often from a friend. At Saga, we are blessed with that panel of over 12,000 customers. What better way to give a voice to our customers than to have experts from this panel share their views on new products? All of our reviews will represent the views of our audience. Saga Exceptional is a place where they'll be seen and heard.
I learned many great things at Future. One of the things I learned too, that's why we have built a powerful platform. It is simple and readable, powered by custom-made CMS containing excellent relatable photography and video. Using some of the same technology as The New York Times and Wired, we have adopted a block-based CMS editor using static file hosted front and distributed across an enterprise-level CDN, coupled with industry-leading measurement and monetization potential. We have two very clear goals for content on Saga Exceptional. One, within three seconds of arriving on the homepage or article, they'll feel like this is a site for them, their corner of the internet. They'll leave feeling inspired to try something new or do something better.
Our talent will be a huge part of achieving this, and the very articles we create will be informed by the in-depth knowledge Lisa and her team have provided. We also have to have an operation that complements this. We're ensuring the very best for engagement measurement, SEO performance, productivity management, and platform excellence are in place from day one. We are also about to cut the ribbon on our first Saga Testing Center, where our products will be tested in lab conditions to ensure the best possible reviews for our readers. Our plan is simple. Grow an audience online using a variety of proven methods, monetize that audience, expand into new categories, grow that audience, monetize that. How big the prize is here.
We know people over 50 account for roughly a quarter of internet usage, and as you have seen today, they have the time and wealth to fully enjoy it. With over 6 million contactable Saga customers on our database already, Saga Exceptional has an incredible advantage. We can create immediate awareness with the very people we want to help and inspire. We won't rely on it. We want to build something that extends far beyond the borders of Saga today. We'll do that by creating a site with the authority to compete at the highest level on major search engines. SEO is a battleground that this team has proven it can win in. The reward will be immense. As we understand by meeting the needs of our audience in the U.K., we'll naturally also meet those with the same needs across even larger English-speaking territories.
We are also committing to a multi-year PR campaign to support its launch, ensuring Saga Exceptional is in all the conversations it belongs in. Combine this with our expected social audience growth, and we can see millions of people joining Saga Exceptional every month from all over the world. This won't sit in isolation from the rest of the group. Quite the opposite. Saga Media is about increasing the frequency of engagement we have with our customers, from a few touch points a year to multiple conversations a day. We see it as the difference between seeing your family once a year for the holidays and living with them. This will have a transformative effect on the quality of our relationship with our customers. We will enrich our understanding of our audience, adding depth to the already huge volume of data points.
As the website will bring in millions of new customers who aren't known to us, we can measure their behavior and preferences and match it to our known users. This will mean we can create extremely valuable cohorts that our commercial partners would love to reach. If unknown user A matches known user advertising and affiliates. To achieve this, we are using brilliant technology on the site that connects quickly and effectively to the Saga data lake. It will be seamless. Of course, we do not want any user to be unknown to us over time. We are here to build relationships with millions of people. Over time, what will happen is that our unknown users trust in the site will improve with each use. They will start to depend on our buying advice. They will enjoy our stories.
They will spend time on our site because it is for them and by them. Even if you take a conservative view about what this means for our registered users, i.e. people who want to share their details with us in exchange for offers and exclusive content, we would expect to have a further 1.5 million known users within five years. Of course, Saga Exceptional will help market Saga's existing offerings to a new audience. This is about something bigger. Saga Media means a new revenue diversification for the group. Capital-light, predictable digital revenue delivered through incredible technology and driven by unmatched customer data. Saga Exceptional will monetize through advertising, sponsorships, endorsements, affiliates, and more. Many of our users will arrive with a purchasing intent, meaning they're in market and ready to buy.
Advertising affiliate programs suit this. We are working to create a great experience for customers and partners alike that delivers meaningful value to the group. As well, because of the power of our brand, we'll be able to syndicate our content and win sponsorship deals with the many companies who have a strong message to send to the over fifties markets. Not only that, we believe that just like Good Housekeeping and Which?, Saga Exceptional will have real endorsement value for retailers. Retailers who will be willing to pay for use of our logo as a recommendation to customers about a product we have endorsed. From today, we are pleased to share that we have joined affiliate programs for over 50,000 retailers, where we'll enjoy a CPA range of 4%-10% on products purchased through our recommendation.
Not only that, our media business enjoys the support of over 200 advertising partners with many more to follow and huge potential for premium CPMs. With Saga Exceptional, we believe that we've created a website that serves the valuable online market like no other can. We'll publish fantastic content that serves our users' needs and passions, and we'll do it with the same level of care, integrity, and love that has made Saga such an incredible brand for so many. Saga Exceptional is free to everyone. We will not build a wall between what our customers need and what we can provide. It's global. This is a site that takes Saga across the world, opening up vast new opportunities. It's built on cutting-edge tech, and it has incredible content, which is the only site for the over-50s and by the over-50s. It is live today.
Getting phones now. With that, Saga Exceptional is a proud achievement. It is a spectacular experience on desktop and mobile, and we believe it will truly mean a better online experience for people over 50 than ever before. Saga Media is more than exceptional.com. We are here to create content and deliver it in formats that suit all. It's clear our database will be a great advantage for marketing. What if it was more than that? What if we made email a brilliant content experience too, where our customers could feel informed and inspired in their inbox? That's exactly what we're going to do here. Starting with the magazine newsletter list, we're going to create a more meaningful experience for our users. One only needs to look at the success of Morning Brew or Substack to see the power of newsletters right now.
Our unique advantage is the sheer size of our pre-existing reachable customer base. We've already run tests and seen breakthrough results. One Black Friday email sold GBP 25,000 worth of products with the lowest ever unsubscribe rate. That's one email recommending five products to only the magazine portion of the database. We see content as the best way to re-engage with our 6 million email subscribers to change that twice-a-year transaction to an everyday conversation. Content is not entirely new to Saga. It's one of the U.K.'s best-selling magazines, and it's a magazine with incredible content, but it has never really had a home online. We can finally bring that amazing exclusive content onto the web. This means that the magazine content will be created once but published multiple times over, extending its reach to millions more than it ever could have in print alone.
It's an incredible archive of fabulous articles. We plan to ensure the very best of it has a digital home. Saga Magazine is a key part of our Saga Media plans. As such, we want to transform its fortunes, creating an even better experience for our readers and a winning part of the wider business. There are 9.9 million over 55 users of Facebook in the UK alone. We currently have 0.7% penetration. That is not good enough. We have to go. The currency of the internet. Now, with our brilliant new content and fantastic talent, we can finally grow our Saga social audience and engage in a way that we haven't before. Not only is this important for traffic referral, social platforms have become great monetization platforms themselves.
If we simply speak to our audience, we will unlock the incredible potential of over 50s social media. Our ambition is clear. We know what we need to do to win, but it won't happen overnight. Where we are today is not where we will be tomorrow. Here are just some of our targets. 3,000 purpose-driven, high-quality articles live by the end of 2023-2024, end of this year. Dwell time to exceed industry standard by 2024-2025. Pages per session to improve our competitors by 2024-2025. 25 social posts per week from May this year. 200 videos created and live across multiple platforms in 2023 alone. Initially, audience will outpace monetization because that is the natural priority.
Over the five years, the rate of monetization increases from its more attractive to commercial partners, increases further still as data enrichment improves, and further still as we unlock premium U.S. commercial partners. When we combine both our input goals and output projections, we believe we create something truly meaningful for Saga. 30,000 customer interactions a day by the end of 2023-2024. GBP 50 million of new revenue across the first five years. 130 million+ sessions in the fifth year. GBP 7 million of PBT in 2027-2028, growing to over GBP 40 million by 2033-2034. Revenue growing at 80%-100% as we exit our first five-year period. Over 10 million monthly users by 2027. As I've said, one and a half million new registered users by the same point.
This will seem a bold direction for Saga to go in, I'm obviously excited to be a part of it. On the other hand, it does seem rather obvious. Why? Well, it delivers on our purpose. Media is obvious for Saga. It delivers on our purpose. We're better able to support our customers if we talk to them every day. It's high frequency. It's high engagement. Media means we move from an annual touch point to a daily one and about people's passions. It means a wider reach for Saga than ever before. Media business, just like Futures, can be high margin, capitalize success stories. It helps us become that superbrand where we convert loyalty and trust into lower cost acquisition and higher retention. Media can become a funnel for customers into the wider Saga universe. Likewise, Saga is a perfect partner for media.
We are about exceptional experiences every day, and right now, the unique commitment to quality gives us a tremendous cultural and algorithmic advantage online. We are also a famous brand, and that means something. Commercial partners and customers alike love that. As you've seen today, we have amazing customer data and insight. Media companies that have been in this game far longer would love what we already have. Our ambition is at the right level. We know we can't half-heartedly do this and win, and Saga wants to win. Finally, at its core, this is about making our customers' lives a little better every day. Cruise ships that give a sense of wonder or travel that holds your hand as you walk across Peru.
Saga Media is proud to be part of a business that will finally give our customers a place online that they can call home. Over to you.
Thanks, Aaron. Thank you, Aaron. Thank you, Lisa and Mike. I'm aware that we've covered a lot of ground over the last 1 hour and 15 minutes. Let me just try and bring it to a close with some key takeaways on this slide. We are committed and have already made progress towards building Saga into the superbrand for older people. There are, of course, several components to this with insight, the new Saga Media team, and data being critical to that formula. Fundamentally, we are committed to serving older people with the best products and services designed for them, and we continue to prioritize what they want and what they need. We made a commitment to create a high engagement, high growth, capital-light model to achieve that, and this is well underway.
As such, we're developing a more profitable Saga, creating a lifetime value model that will keep customers at the heart of all of our businesses. To achieve this, there are 4 things that we are focused on. Firstly, growing the size and depth of our database. Secondly, creating a more personalized experience for our customers. Thirdly, creating compelling reasons for our customers to consume 3 or more Saga products and services. Finally, increasing the frequency of those interactions to daily. We'll now open up to give you the opportunity to ask any questions that you might have, starting with questions in the room and then moving to any investors and analysts online. I would like to keep the questions focused on the presentations that we've made today. Mike, Lisa, Aaron, I'll invite you up to the stage. Any questions anyone has? You're obviously stunned with the clarity.
We've got one at the back. Thank you.
Thanks very much. Ross from Investec. I just wanted to ask Aaron, you've obviously referred to Future a couple of times in your presentation, and obviously they've really made their name in sort of niched focus websites dominating a vertical, not necessarily the number one site, but owning that vertical. Could you just sort of run us through a little bit the thought process behind going for a more one-stop shop approach in terms of the single vertical? Second question, I guess building on from that, again, are we likely to see a specific focus on certain verticals at the outset to really drive that audience base, or are we likely to see sort of more broad-based approach to start with? Thank you.
Glad you asked that question. We don't see our demographic as a vertical. Take my mom, who I talk about incessantly. Her interest is not being over 50 or over 60. Her interest is running and healthcare. Those are her interests. We've launched Saga Exceptional today. The verticals that we're launching with are in-home and in fitness. We will launch into further verticals as the years go on, and our role is to become authorities in those verticals on that one site over time because we believe, as I'm sure you all do, that once you hit over 50, you do not lose passion for whatever it might be. People are Rolling Stones fans forever. They love music, or they love movies, and that doesn't go away simply because they get older.
We know that if we focus on people's passions and build out authority within particular verticals online, we will eventually be discovered for that. By no means are we moving away from verticals. We're focusing very much on that. It just happens to be in one site.
Great. One more, if I might. Just in terms of the content mix, obviously video much higher yielding, around 6 times versus editorial. Could you give some insight into how that mix might play out? In the longer term, what proportion of that digital ad revenue you're hoping to come through more data-led products versus more programmatic open market type ads? Thank you.
Yeah. I think at this moment in time, we are obviously going to go through a Test and learn phase for a lot of it. This is gonna be new to our commercial partners as well, because we do believe we're the first of a kind. Initially, our role is to build our audience. We'll be building our audience with, obviously, written articles and with video. We'll be commencing our video production very, very soon. As I've said in the presentation, there'll be a lot of video as the year goes on. We'll build on that. We will publish that video across multiple channels. That'll be available on Facebook, which obviously is monetized one way, on TikTok perhaps, and obviously on the website itself.
Obviously the yield we get for each of those video publications or distribution channels for video will vary. It may well end up that YouTube becomes the most popular channel for the Saga Exceptional brand. We don't know yet, so I'm sort of reluctant to commit to any numbers, but what I can assure you is video is going to be a large part of what we do. And as that commercial mix unfolds, we'll get... I would say broadly speaking, in my experience, With the customer data that we have, in terms of the third-party programmatic and first-party, I would say we're, we should be far less reliant on third-party here. I think we can drive a lot of first-party advertising.
We've got a lot of advertisers already, I think the quality of our customer data really puts us in the driving seat. Obviously, you know from working with other publishers in the past that the sort of data Saga has means it is going to be very attractive to clients. I'd like to see us get a larger than market average share in first party.
Thank you very much.
Great. Thank you. Any other questions? Point to the one here.
Thank you. Hi, it's Marcus from Jefferies. A couple of questions, please. Just on the data points that we'll be measuring this business by. The PBT growth, you talked about there being fresh revenue and fresh PBT to Saga. Have you thought about the benefits to the broader group? Can you give guidance on that, the benefits to the broader group of retention, greater loyalty, lower acquisition costs for the wider group? Are they on top of that or embedded within that figure? Secondly, in terms of the investment required to build this out, you know, what sort of cash burn should we be expecting in the near term from this business as it ramps up?
Is it relatively short-lived as well, or is it gonna extend over a few years? Thanks.
Perhaps if I take the first question, kind of lead into the second question. We have monetized the standalone Saga Media business, so those are the numbers that Aaron has talked about. There is, as you've said, and we've indicated today, a second order maximization of the Saga community through the database work and through the influx of new users as well as maximizing existing users. That's not in those numbers. We haven't worked through the detail yet, we would expect that to be on top. Improving CPAs, efficiencies, margins within each of our current four businesses, and also attracting new customers into them. Not worked through yet. We have to do the data work first, build those models.
In terms of the cash burn, it's low single digit millions in terms of the investment into Media and innovation. We have a sister innovation called Saga Village, which we haven't talked about today, but we will talk about as we go through the Q2, hopefully, of the year. But it's low single digit millions in terms of cash investment up front. As we've said, we expect to be break even and into profitability through year four and into year five with Media and those other innovations coming through as well.
Is that per annum, low single digit or?
Yeah. It is. Anything else you want to add in terms of the investment, Aaron?
No, no.
No? Okay. Nick. Thank you.
Hi. Good afternoon. It's Nick Johnson from Numis. A couple of questions. Firstly, to pick up on the stat that only 25% of consumer marketing is directed at the over fifties. Is there a reason for that? For example, maybe the over fifties brand loyalty is already very entrenched, and therefore marketing money perhaps is not well spent. Is there any truth in that? What does your research say in terms of ROI in terms of marketing to over fifties relative to the ROI you might get to younger generations? Second question is on just looking at potential comparatives, I don't know, for example, Which and or maybe Mumsnet, if they're relevant.
How do the sort of, revenue ambitions for Saga Media compare to the revenue of those businesses?
Yeah, great question. Lisa, do you wanna pick up the first point in terms of the marketplace?
Sure. I mean, we're still, we still own an external research business, so we still get quite a lot of data from talking to our other clients. I guess it's true to say that, across the industry, you know, very, very few clients, if any, are focused on the older consumer base. You know, we made the point in the pre-presentation that I guess one of our advantages is that we are single-mindedly focused on that generation, and therefore our lifetime model is built from that year 50, 55 point out. Where if you think about the other organizations, kind of their lifetime models are built from a much earlier point. The focus then doesn't end up at that kind of older stage. I think that gives us a huge advantage.
Not only do we have that focus, but we understand what happens at those age points. We know that quite a few things do happen, which I'm glad to share with you over a drink afterwards. These guys have heard it many times before.
I would just add to that, you know, I guess Saga is the ultimate switcher brand, because every single one of our customers has tried products and services in every single one of our sectors before they come to Saga, because we only serve people from the age of 50. We find that, certainly that we're getting increased traction of customers switching, so not loyal. If you look at cruise, it was a, it was a fairly bumpy ride over the Bay of Biscay last weekend, as we went into a force 9 gale with a fantastic ship which didn't move that much. I was reassured by our guests. It certainly felt like it was moving quite a lot to me. Actually half of that, 863 guest list were brand new to Saga.
We are taking guests and customers who are switching into our products. I guess it's part of our DNA. We don't think that that's a barrier to our growth.
Sorry, just on that, second part of that question in terms of what was the other brand you said, sorry?
Well, it's part two, which I think.
Good Housekeeping and, Mumsnet.
Mumsnet and Which? Yeah, okay. Bigger is the ambition. I think there, in terms of Which?, our revenue mix will be different. Which? is behind a wall, which we don't want to do. There are also Mumsnet and Which? are UK-focused, and certainly for the first period we'll be focusing on our UK potential audience. We will extend beyond that. In terms of our plans, well, you sort of mentioned Future's tendency to rank for number one for things, and it didn't always get there, but that is very much the culture we want to emulate. We're not here, and my team are not here to kind of settle for second. We will be number one.
We'll be the number one brand for over fifties in the U.S., in the U.K., and in Australia. That is the ambition, and we will not stop until that happens.
Great. Andreas, maybe we grab the microphone.
Thank you. Andreas from Peel Hunt. Just going back to Saga Media. If I just look at that revenue mix, that GBP 25 million at the end of 5 years, how much of that is really ad revenue, and how much of that is really fee and commissions from products you're selling from either Saga, the in-house products, or from third parties? At the end of the day, Saga is all about creating this shop window through the media to sell more Saga product or more third-party product. I just wonder how much of that, where, you know, taking 5 years first and then 10 years, which direction is that revenue mix going to go? The second question is really about sort of the U.S.
When you compare Saga Media to the AARP and you plan to launch in the U.S., how do you think you will be able to compete with the AARP or, you know, others in the U.S. that also service the over fifties? Thank you.
Okay. First point in terms of revenue mix, I think in 5 years, we'll be at a settled revenue mix. Affiliates, which is in terms of the purchasing, I would expect to be around 30%-35% of the mix. I expect display advertising to be a similar amount. Those, the rest of the mix would be, you know, sponsorship, plus events and various other things going in there. The two lead revenues for the group will be for Saga Media, sorry, will be display, online display advertising and affiliates, and I'd expect those to be close to parity with each other. That's just our view on that. In terms of, I sort of didn't fully understand the point around revenue for the rest of Saga.
As I said in the presentation, we are very keen and very able to support the wider Saga Group. I think the best way we can do that is to convert unknown users to known users and to build registrations and then put them through the lifetime value model that Mike spoke so eloquently about. I think that is our job in media to support the rest of it. In terms of Saga Media has to be a business that does well on its own, and I believe that affiliates and display advertising will be the lead revenues. In terms of competing with AARP and Good Housekeeping, I may get the numbers wrong off the top of my head, don't hold me to them, I think AARP is about 35 million sessions a month.
goodhousekeeping.com, I think is around 50 million sessions a month. Please don't hold me to that. I think it's roundabout right. At Future, we grew TechRadar, which obviously focused on tech, to 70 million sessions a month. That was Gareth Beavis, the former editor-in-chief of TechRadar is our CCO, and Sam Robson is our Chief Audience Officer, and he was at Future for longer than I was, and grew the digital audience from I can't remember the starting point. It was under 100 million and grew that to, I think, in the region of half a billion per month users. We're not afraid of big numbers. We see them as quite achievable.
When you break it down, it just becomes really good news stories, exclusive news stories, quality content ranking for really popular key terms, and you just go after it, and you just build authority, do it well with experience, expertise, authority and trustworthiness. It is not something that happens tomorrow. It takes time, but it is eminently possible because in our experience, the search algorithms are actually fair. They generally reward the content that is the best, and I believe that we have the team to achieve a fair reward.
Just to be clear on the kind of monetization, we're not assuming that we are taking other Saga business ad revenues and pushing it into Saga Media. Saga Media, we'll talk about topics, subjects, interests that our customers have in their lives. That may be cruising, it's not assumed in those numbers. We're not transferring that ad revenue from other business units into that. It's genuinely new revenue coming into the group. With that comes customers who become more familiar with Saga and who therefore have a higher propensity to come into our other businesses, if that makes sense. Any other questions? Have we got some questions online, Emily?
Thanks, Ewan. We've had a question from Alexander Böhning at Berenberg who asks, "Who do you see as the core competitors for the Saga Media proposition?
Great question. Aaron?
I suppose I've mentioned sites in the presentation that we do consider, so in consideration are the likes of Which? and Good Housekeeping and AARP. I think they're all very, very good sites. It is something of a different competition when going for evergreen content, because ultimately it is a competitor on a key term by key term basis. We will hope to compete with the likes of Gardeners' World for gardening content. I wouldn't say Gardeners' World is a key competitor, but it certainly will be our main competitor in some areas. Where we look to develop authority around certain areas that we will find new competitors. I think broadly speaking, the ones we aspire to be. I mean, I think goodhousekeeping.com is a brilliant website.
I mean, it is fantastic. We will aspire to match its quality.
Thank you. The next question is from Mila Van at Black Creek Investment Management, who asks, "Are there any plans to offer games or virtual reality experiences through Exceptional?
I don't know. I've seen my mom in a VR headset, and it didn't go down well, I'll be honest with you. No, there are no plans is the answer. I think it's a really interesting notion to consider how this brand can develop. We will be engaging, you know, if everything goes as we believe it can, where we're reaching 10-20 million people a month, as I've said in the presentation, we will be adding a lot of data to some already a huge volume of data points. Our understanding of what the over 50s audience are interested in will grow. I do not want to say no to anything. I say that somewhat about full virtual reality headsets.
I also do. If you pick up on what Ewan said earlier about his mum, WhatsApping your kids or something, 10 years ago, that wasn't something that would have seemed a familiar situation. If you think Saga Media is part of a long-term strategy, in 10 years, what will the habits and behaviors and preferences of our audience be then? Maybe virtual reality will become core for us. I hope so, just to, I see my mom get a bit woozy again on the rollercoaster apps, we shall see.
It was a good question, actually, 'cause actually I think one of the, one of the latest trends that we looked at, Lisa, was that the growth in the older age bracket in gaming virtual reality was one of the fastest grows, albeit from a very, very low base. It is picking up interest. I mean, to Aaron's point, it's a long-term strategy, so kind of watch this space.
I think just to add to that 'cause that's exactly what I was thinking. I was also thinking about the pickup or the discussions around gamification in making financial decisions as you come into retirement. This is definitely a burgeoning area that we'll be interested in, and with you're over there, Jerry, in our money area. How do we, you know, combine these businesses to kind of drive a support and enablers into some of the financial decisions that people are having to make later and later in life? There are all sorts of opportunities to think about this, not just in the regular way, but in other ways as well.
Brilliant. Thank you. There are no further questions from online.
Great. Thank you. Just conscious that it's getting a bit warm in this room, and we've been together, I think, for about 1 hour and 45 minutes, so thank you for your attention. We have got the rest of the management team here as well. Got some drinks and nibbles outside. We've got the CEOs of Cruise, Travel, Money, as well, here too. If you want to spend some time and chat to us more informally, you're very welcome. Thank you very much for coming along this afternoon, and we'll catch up outside for a drink. Thank you.