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DDB Asia Pacific CEO and Chairman, John Zeigler, has a lot on his mind. In his recent TEDx talk he called for a class action lawsuita against CEOs, he's determined to reduce the amount of money the network spends entering awards and he's convinced that woolly briefs are putting far too much pressure on creatives. Over the past ten years he's brought local woolly briefs agencies out of their shells and developed consistency across the region - and he's got a very clear idea of where he wants to take the network next. LBB's Gabby Lott joined John for an opinion-filled '5 Minutes With' and finds out why the man in charge of DDB's Asia Pac region doesn't even see himself as an ad guy.
Date: May 29 2013 Location: Hong Kong
LBB ---- Little Black Book for the Advertising community (LBB Online) JZ ---- John Zeiguler
LBB: What it is about DDB, as a global network, that makes it such a unique and successful network?
JZ: I think the thing that really makes DDB different is that we have a purpose that is much greater than ourselves. Bernbach was the founder of the creative revolution and I believe that he gives us a sense of great purpose and creativity in what we do.
LBB: So there's a real heritage?
JZ: Yes, but it's not just a heritage. Ogilvy have a heritage, they had David Ogilvy. But I think Bernbach wasn't just an ad guy. He was also a person who felt that you could change the way that you communicated. He invented a different way of connecting with people. I think that's what drives our unique creative spirit. A lot of people talk about that. It can be hard when people ask you to define it, but DDB is uniquely creative and has a spirit that no one else has.
LBB: As CEO and Chairman of DDB Asia Pacific, can you tell us about DDB in the region and what makes it so strong and noteworthy?
JZ: Well, I think there are two things. One: our people. We are a people business, and I think that our people are different.
Secondly, look at the heritage of how DDB grew up. We weren't a network that was gifted with a client that had a business they wanted to take around the world. As a result, the way we evolved was very much as a federation of agencies. We would go to each individual market. We would find the best people in the industry. We would start a partnership. That partnership often led to a working relationship, then often to acquisition and then to joint ownership. That way, we became extremely strong locally with a good understanding of local cultures, but were also connected on a global level through our network. No other network, to my knowledge, has been built on that basis. We are both strong locally and we are strong from an international connectivity point of view.
LBB: And Asia Pacific specifically?
JZ: We were kind of the last frontier. Ten years ago, we were very strong locally but hadn't been connected as a network. What we have done over the last ten years has really been to bring people together so they can benefit from the other offices and connect into a network, as well as being a strong business in their own right.
LBB: Back in 2011 you spoke about the lack of a definitive model that could track and define accountability in creativity and branding. How has this developed in the last two years?
JZ: How many pages do we have? Without going into it too deeply we are in an industry that is very troubled. We have clients who are driven by consultants that believe the best way for clients to improve their profitability is to marginalise what they pay their service providers. I don't just mean agencies, I mean all service providers. As a result we have a lot of cost pressure from procurement and corporations who think they can go to a cheaper agency and there will be no difference.
I'd like to punctuate that with a thought.
Originally for a business to grow, it had to go through a period where invention was paramount. You had to invent new things, create them in a factory and offer them to consumers. When differentiation started to dry up, companies had to start to acquire and eat each other up, so they grew through acquisition and mergers. Consolidation is now at the point where it is really hard to find growth by combining companies. Clients are now once again starting to realize that creativity is the only area they can get real growth for their business. Unfortunately, that's in contrast with the procurement pressure on price. If you add all that up together, it's sort of wonderful. The answer to it is that if we had a better, more quantitative method of measuring the results of creativity, we would have clients that wouldn't come to us to ask about reducing price. They'd ask "how do we improve the connectivity and the results of our advertising to get more value from our expenditure?" That question is not being asked. That is a big issue. Not just for us, but it's a big issue for the industry.
LBB: How did you get into advertising?
JZ: That's easy, I'm not in advertising. I've never been in the advertising business. I have never come to work and thought that I am in the advertising business. I am in the client solution business. I came from the client side of the business; I was a creative client, I created products, I took them to agencies and we developed advertising. I'm now sitting inside an agency and I'm looking at what value we can bring to our clients. If that's what we can do better than anyone else, we will grow more, we will deliver more value and we will get more business. It really is quite simple when you think of it like that.
There are a lot of people in the ad business who think they are so important, that it's all about them and it's all about their business. It's really not. It's about our clients' business. I think that if you hold that belief, you have a chance to live through our troubled times and place yourself in a position where clients will need us and respect the value we add.
LBB: How do you implement that within DDB Asia Pacific as a business?
JZ: In many different ways. Our agency in Singapore has 33 digital technologists. They are people who are looking at technology not in terms of how technology can be used for advertising, but simply to find what it can do. Our creative people take their findings and build a bridge between technology and how we can use that in the creative processes. In that instance, we are pushing ourselves to understand technology as it impacts the modern world.
Our guys in Singapore recently invented a way of harnessing brain waves to open a car door. They just did it because they asked 'could you?' You put a headset on, stand there and think and the car doors pop! It's real Star Wars stuff. Now, of course, we all got really excited because it's super sexy, but its connection with advertising isn't exactly obvious. A year later they had a vitamin drink client called BRANDS, whose positioning was all about strengthening your inner self and your mind power - they used that technology to demonstrate the strength of your brain waves when you drank BRANDS Essence.
Not that long ago for Starhub, our Singapore team invented a device that allowed you to point your smart phone at the TV, taking you directly to a live website.
In Japan, there was a really good example of non-technological invention. We had a client that was making business decisions and we asked them how they decided between one product and another - the client didn't really have an answer. We went through econometric model processes and took all the factors that might influence sales of products in any particular time - the weather, the sentiment, what the newspapers were writing about the economy - and created an econometric model. We then applied back to the decision making. That meant we could say "if you choose this product, your sales will go up, because sentiment can influence sales". That's not the kind of thing that ad agencies do. In all of these little ways and in different markets, we're pushing ourselves to reinvent the process.
LBB: Talk to us about your TEDX presentation...
JZ: It's a bit theoretical and business-related but the main thrust is that there should be a class action lawsuit against CEOs. Why? Because they are spending hundreds of millions of dollars on marketing that has no determined value.
For example, look at how companies' stock values are created. There are two concepts that analysts use - GAP and CAP. GAP is the amount of differentiation tone a brand has versus another. CAP, which stands for the 'competitive advantage period', is the duration of that advantage. So, if I'm an analyst looking at Coca-Cola and Pepsi, it's those two factors I'd look at to see which of the two businesses I should buy, hold or sell.
Nobody has associated the fact that communications, branding and marketing are completely controlling both GAP and CAP, yet how many CEOs are actually asking how much an ad campaign, execution or strategy is going to improve market share price or the value of the company? Why isn't that dialogue and discussion happening in our industry?
I was frustrated with this process and took it further. When I was a marketer, we used to look at how we spent our budgets on the basis of what we were going to achieve. It was all about the factory. How would we make the factory run? How would we get stock and be able to sell it without having too much left in the warehouse? How could we get the sales force motivated to sell just enough? With a good forecasting system. And we would do that in a communications planning form by using an old model called 'awareness, trial and repeat'.
Since the late 80s, the pre-digital era, there has been no new communications model used by marketers. When IBM runs studies that say 80 per cent of clients are confused by what's happening in the world, of course they're going to be confused - there has been no disciplined approach to understanding what is happening and how we model that behavior to drive results to achieve certain outcomes.
In the process of finding out more, I spoke to head of Monash Marketing, Mike Ewing, and explained that I wanted to be able to write the next communications model for the marketing industry. We have him now working with a number of our clients to try and help create what we call 'DROI' - Return On Investment and 'D' to include Digital. It's a modeling method that will give us an opportunity to be able to say to clients something that I often say already: "have you thought that you are spending too much money on media?"
When a client is asked that they usually disagree. But you have to persist and ask the last time a media agency told a client they were spending too much money on media? Of course the response is always 'never' - they are, after all, in the business of the client spending on media. We are not in that business. We are in the business of, on the large part, writing and creating work that comes off a media schedule. The world has gone upside down; we really are in a bad place when we have to start and develop advertising and creativity to meet a media schedule. Who is driving the process? Because so much money goes into media, the clients believe they should drive their execution, but we all know you can't have media driving execution. What happens to the creative impact? So everyone is looking at efficiency of spend, which is a little bit like the procurement people. Efficiency of our spending - efficiency! What we should be doing is putting double the pressure on effectiveness of our spending.
There are a lot of things in the current system that are wrong and there are a lot of things in the system that clients don't understand. That occurs when you follow a procurement-based process. It kills creativity. Why would you walk into an agency and stick acid into the veins of the thing that you are there to buy? Clients should test and probe. They should be asking us how the agency is going to bring innovation, they should talk about the issues that my brand has and share their long-term vision. They should be asking, "how are you going to make that vision happen for me?" "How are you going to evolve my brand?" "What's your understanding of brands?" "What have you done before?" None of those questions are being asked and that, in essence, hurts creative.
In many agencies, writing a creative brief is still a very loose process. And we really need to change this now. We put far too much burden on our creative people to go away and think laterally, inventively and in a half-directed fashion.
With the progress of neuroscience, there is an opportunity to gain better understandings of how people behave and what they will respond to emotionally. We can appeal to the cognitive brain, helping our creative people take a direction that is already pre-identified. If we can identify emotional drivers in the key category and in the brand itself and can use that for briefing our creatives, we can then come up with different creative approaches within a genre and emotional driver. The moment we do this we free up our creative people to produce better ideas.
With simple direction, we take away from clients changing their minds or being easily swayed. If we don't have a good solid foundation of the basis upon which the creativity is built, we can't support our people. That's one of my real priorities this year - to build that into our system so the creative process can be protected, solved and really utilized by clients to get better results.
LBB: CEO and Chairman for a region is an impressive title and one that many of us are unaware of what it actually entails. Can you explain it a little to us?
JZ: My job is to help build a framework and business that enables creative to produce the best work. Firstly I believe there is a better way to brief the talent we have that helps them to produce work that will work better for clients.
LBB: Cannes is steadily approaching. What do you hope to see during the week for DDB Asia Pacific?
JZ: The last two years DDB Asia Pacific has done an incredible job creatively. We've punched well above our weight within the DDB network at Cannes and I've been really pleased with where we've got.
We've had some creative changes and the work is starting to come through from those new. We've been through a period in which we've realized that if you spend enough money to enter awards you will be successful. This year I wanted to substantially reduce the costs of entering awards. This is the first year we've cut back our entry costs in Cannes. We've been more diligent with how we review our work so we don't have as many entries. I don't think we'll slip, but I don't think it'll be a year of continued growth for us. With the money saved I want to give it back to my creative people to help them to continue to be fully resourced to make the best work for our clients.
LBB: DDB China came out with one of my favorite ads for VW Beetle at the end of 2012... JZ: Yes, I love that ad. Part of the beauty of it was the fact that there was no heritage for VW in China. What it had to do was actually create heritage without one existing. And it did so, brilliantly. It was a fascinating piece of insight into the Chinese audience, the heritage of VW and the building of the brand in a whole new market. It was incredibly successful for the client. There is so much VW work that I love it is hard to mention. I love the work out of Sydney they do for the Touareg, the award winning park assist work.
LBB: Is there a piece of work that you're really excited about from DDB Asia Pacific... the 'It's going to be the one?'
JZ: I like some of the Singapore work for Starhub which has won many effectiveness awards and demonstrates such a high-level of integration. I like the amazing work for McDonald's in Hong Kong. It's done incredibly well. It's not been judged well in local awards but it's done very well in the international ones. I love the Coastguard, fishing work from New Zealand, that's fantastic. We have so many pieces of work across all of our agencies - 'Gabriella' from the Philippines - I love that.
I can pull down so much great work from all of our agencies - that's our strength. There are very few networks where you can do that in all markets. We don't have a pinnacle piece. We have great work across all offices.
LBB: What can we look forward to seeing in the future from DDB Asia Pac?
JZ: I have a very simple goal for the business. A lot of people don't realise that consulting companies have been hired by some of our clients to cut costs - we are in that cost bucket. The financial goals set by those consulting companies have seen a 40 per cent reduction in the costs of service suppliers. Agencies do not make anywhere near that.
So if you look at the next five years, our industry is in quite a troubled time. My objective is quite simple. I want to help our people demonstrate what they do and reinvent the process of how we engage with clients to add strategic value to their business. I'm not in the business of thinking about making ads. I'm in the business of helping clients make good business decisions.
LBB：5分钟访谈----John Zeigler 日期： 2013年5月29日 地点： 香港
DDB 亚太区首席执行官兼主席John Zeigler有许多想法。在他近期的TEDx 演讲里，他呼吁大家对CEO们进行一次集体诉讼。他致力于减少DDB在报奖上的开销，认为这种想法会给创意人们过多的压力。在过去的10年里，他带领着许多这种挣扎在报奖之中的广告公司走出桎梏，并在亚太区内达成一致。对于整个DDB网络的未来发展，他的计划清晰明确。LBB的 Gabby Lott 在"5分钟访谈"里采访了John，发现这位DDB亚太区的掌舵者居然不认为自己是一个广告人。
LBB ---- Little Black Book for the Advertising community (LBB Online) JZ ---- John Zeiguler
LBB：是什么让DDB这样一个全球网络如此独特和成功？
JZ: 我觉得让DDB真正变得与众不同的原因，是我们有一个目标，它远比我们自己伟大。伯恩巴克是创意革命的发起者，他给了我们一种意识：在做任何事情时，都要树立并遵循一个伟大的目标，同时，要有创意。
LBB: 所以说是真的有一个传统在那里么？
JZ: 是的，但是不仅仅是传统。奥美也有传统，他们有大卫奥格威。但是我认为伯恩巴克不只是一个广告人， 他觉得你有能力也有可能去改变自己的沟通方式。他创造了一种与人沟通的更好方式。 我认为，这才是我们独特的创意精神的驱动力。很多人都在说这个，可当人们问你的时候你会很难去给它定义。但是DDB是有与众不同的创造性，同时也有别人没有的精神。
LBB: 作为DDB亚太区的CEO兼主席， 你能跟我们谈论一下这个地区的DDB以及是什么让它这么强并吸引人眼球？
JZ："我认为这该从两个方面考虑。第一个：我们的人。因为我们的工作是与人打交道，而我们的人非常与众不同。
第二，看看DDB的传统是怎么一步步成为传统的。我们不是一个客户无论走到世界哪个角落都会惦记着一定要跟们合作的幸运儿。所以，我们进化的途经便是通过广告公司之间的联合。我们会到每一个市场去招徕行业里最好的人才。我们会开始一个合作模式。这种合作经常会发展成一种工作关系，然后就是收购和合资。通过这种方式，我们可以在当地成为非常强大的公司，我们对当地文化有着深刻了解，同时也保持着跟DDB全球网络的连接。据我所知，没有一个其他的网络是这样建立起来的。我们既非常本土化，在和国际水准接轨上来说也非常强大。
LBB: 特别是亚太地区？
JZ: 我们属于后来的先锋者。10年前，我们非常本土化但是没有彼此连接成为一个DDB网络。在过去的十年里我们把大家连结在一起，他们可以彼此学习，彼此受益，共同连接成一个网络，并且凭他们本身的实力打造出一个强大的业务。
LBB: 在2011 年你说过在创意和品牌塑造方面缺少一个能追踪和定义可计量结果的绝对模式。那在这两年里是否有什么新进展？
JZ: 我们有多大的版面（笑）？如果不聊得太深，简单说，我们正身处一个陷入困境的行业。我们的客户被咨询师们告知，他们能获得更多利润的方法就是减少在服务供应商上的花费。我指的不只是广告行业，而是指所有的服务供应商。结果就是我们承受着很多来自采购商和客户公司的成本压力，因为他们认为找一个更便宜的广告公司也没什么差别。
我想再强调下这一点。
最初，当一个生意成长之时，它必定会经过一个时期，那时创新是最重要的。你一定要创造出新的东西出来，让它在工厂里生产，然后提供给消费者。但是当产品逐渐同质化之时，公司只好扩张并吃下别的公司，所以他们通过收购和兼并来实现成长。此时这种整合成为头等要事，却很难带来任何增长。于是客户再一次发觉只有创意才是能够真正给他们带来业务增长的唯一领域。不幸的是，来自采购商的价格压力却越来越大。如果你回想一下我刚才所说的点。就会发现，它不是不精彩的。所以这个问题的答案便是，如果我们有更好更量化的方式来衡量创意的话，我们就不会有这种跑过来让我们降价的客户。他们会问：" 我们怎样才能加深与消费者的联系，从现有花费中让广告结果带来更多价值？"然而没人问我们这个。这是一个大问题，不仅是我们的问题，也是整个行业的问题。
LBB: 你是怎样进入广告业的？
JZ:这个很好回答，我不在广告业里。我从来就不在广告行业里。我从来没有想过我是做广告的。我是在一个帮助客户解决问题的业务里。在这项业务里，我是站在客户的角度的。我是个有创意的客户，我创造产品，我把它们带到广告公司，然后我们就做成了广告营销。我现在坐在广告公司的办公室里在想能给客户带来什么价值。如果这就是我们比别家公司做的更好的地方，我们就会不断增长，创造更多价值，获得更多业务。如果你这样想的话，其实一切都非常简单。
有很多广告人士认为他们的工作非常重要，一切都是围绕着他们自己和业务本身。其实不是，一切其实都是围绕着客户的生意。如果你确信这一点，那我觉得你一定能挺过这段艰难时期，你就能把自己放在一个即被客户需要、我们所带来的价值又能得到他们尊重的位置。
LBB: 那你是怎样把这个观点应用到DDB亚太地区的业务上的？
JZ: 有许多不同的方式。我们公司在新加坡有33个数字技术人员。他们不只是研究如何把技术用于广告，更是纯粹去探求这些技术能干些什么。我们的创意人会用这些发现去打造一个桥梁，将技术和创意过程里如何运用技术连接起来。这样，我们会不断督促资深去了解技术，因为它影响着现代社会。
我们在新加坡的员工最近研制出了一个利用脑电波来打开车门的方式。他们做到了，因为他们问了"你能吗？"你只需要把耳机戴上，站在那儿然后想着"车门快开"！这是星球大战里的场景。当然现在我们都感到非常兴奋，因为这实在是太性感了，但是它与广告的联系现在还不是非常明显。一年之后他们（DDB 新加坡）有一个维他命饮料客户叫BRANDS 它的定位是强壮你的内在及你的念力－ 当你在喝BRANDS Essence时，他们用这个技术来展示你的脑波力度。
不久前，我们的新加坡团队为Starhub创造了一个装置，当你用智能手机指着电视时，它就会直接将你带到某个网站。
在日本，有一个非常好的非技术性创意。我们曾有一个客户，当他们在做业务决定时，我们问他们是如何选择生产这个产品而不是那个产品。。。但事实上客户自己也不是特别清楚。于是我们运用了计量经济学知识，考虑了所有在特定情况下可能会影响销售额的因素----天气、情绪、报纸对经济状况的描写----然后创造了一个以计量经济学为基础的模型，然后我们把这个模型应用到决策当中。也就是说我们可以对客户说："如果你选择这个产品，你的销售额就会上升，因为感情因素会影响销售额。" 这种东西一般不是一个广告公司会做的。在所有的这些小细节和不同的市场上，我们迫使自己去重新改造整个流程。
LBB: 跟我们讲一下你的TEDx演讲吧
JZ：这有一点理论性并且与商业有关，但是主旨都是要发起一个对CEO们的集体诉讼。为什么？因为他们在没有确定值的市场营销上动辄花费上千万。
比如说，看看公司的股票价值是怎么创造出来的。这里有两个分析师们经常用的概念----GAP和CAP。GAP是一个品牌与其他品牌的与众不同的程度。CAP （Competitive advantage period，竞争性有利阶段）是指这一有利条件的有效期。所以说，如果我是可口可乐和雪碧的分析师，我会从这两个因素来考虑应该买卖哪一家，持有哪一家的业务。
没有人会把传播，品牌推广和市场营销能完全控制GAP和CAP这个事实联系到一起，而且有多少CEO会问一个广告方案、执行或者策略能够提高市场份额价格或者公司价值? 为什么这样的谈话在我们行业里不存在？
我对这种流程很郁闷。当我还是一个市场营销人的时候，我们一向是根据目标来计划预算，就像工厂一样。我们怎样才能运营这个工厂？怎样才卖更多从而让仓库里的存货不会太多？我们怎样才能让激发销售人员去卖足够多的量？这些需要一个好的预测系统。我们可以运用老模式----"意识、尝试、重复"来在传播策划中实现。
自80年代末，前数字时代以来，市场营销人一直没有发现新的传播模型可以使用。当IBM运行的研究显示说，80％的客户对世界上正发生的事情感到困惑----他们当然会觉得困惑 ， 因为没有特定的方式来了解正在发生的事情，也无法理解我们是如何利用行为模型的结果去取得某成果的。
在这个探寻更多的过程中，我跟莫纳什大学市场营销的负责人Mike Ewing聊过，说道我希望能够在市场营销行业里创造出下一个传播模型。如今Mike在与我们许多客户一起去尝试和创造我们所说的'DROI' 模型- 投资回报率和'D', 也就是数字化。这个建模方法将给我们一个机会去跟客户说："你有没有想过，你在媒体上了花太多钱？"
当一个客户被这样问的时候，他们经常不会同意这一点。但是你必须坚持，并问他们是否记得上次媒体机构告诉他们花太多钱在媒体上面？答案当时是"从来没有"----他们做的生意毕竟就是帮助客户花钱在媒体上。但是我们做的不是这样的生意。我们做的事情是，很大一部分，是要写出来、创造出来一些跟媒体不相关的作品。。但是世界已经颠倒了，当我们启动和开发广告创意时候却要听从媒体的排期，这对我们非常不利。是谁在驱动这个过程？因为这么多钱进入媒体，客户觉得应该是媒体推动了执行，但我们都知道，你不能用媒体来推动执行。创意的作用在哪里？所以每个人都在找高效的花钱方法，这点有点像采购人。我们的开销的效率 - 效率！我们应该做的是将双倍压力放在我们的开销的实际效果上面。
有很多的事情在目前的体制上是错误的，而且在这个系统中也有许多东西客户不理解。当你遵循采购为基础的流程，这种情况就会出现。它湮灭了创意。你为什么会走进一个广告公司就认定你一定是去买东西的？客户首先应先做测试和调查。他们应该问我们公司会给他们带来怎样的创新，他们应该谈论关于品牌的问题，并分享他们的长远目标。他们应该问，"如何使我们的长远目标实现？""你们会如何发展我的品牌？""你对品牌的理解是什么？""你之前都是怎么做的"如果这些问题不被问到，在本质上来说，只能会伤害到创意。
在许多机构中，写一个创意简报仍然是一个非常松散的过程。我们真的需要改变这些。我们把太多的负担放在创意人身上，让他们走开去，以一种半定向的时尚模式，来横向思考，有创意性地思考。
随着神经科学的进展，我们将能有机会对人们的行为、他们对什么会有反应，从情绪上有着更好理解。我们可以求助于认知脑（技术），帮助我们的创意人确定一个已被预先识别的方向。如果我们能识别某关键市场类别和品牌本身的情绪驱动因素，我们就能用这一点来制作创意简报，然后我们就可以在日常场景和情感驱动的范围内拿出许多不同的创意。当我们做到这一点的时候，我们就释放了创意人从而让他们想出更多更好的创意。
有了这个简单的方向，我们就能阻止客户改变主意或举棋不定。如果我们的创意没有一个良好坚实的基础，我们就无法支持自己的人才。这是我今年真正的重点之一 ----把这个融入到我们的系统里去，从而使创意过程受到保护，问题得到解决，创意能真正的被客户运用起来以获得更佳结果。
LBB: 一个地区的首席执行官兼董事长是一个令人印象深刻的头衔，我们很多人都没有意识到它实际上到底是干嘛的。你能解释一些么？
JZ: 我的工作是帮助建立一个框架和业务，使创意人产生最好的产品。首先，我相信有更好的方式去给创意人们讲述简报，让他们能够创造出对客户更有用的作品。
LBB: 戛纳创意节正在稳步接近。 对于DDB 亚太区来说，你希望在戛纳周看到什么？
JZ: 过去两年DDB亚太区的工作出色之际，令人难以置信，并且非常有创意。在戛纳创意节上，DDB网络在戛纳已经表现非常好，能走这么远我深觉高兴。 我们已经有一些创意上的变化，并且工作已经开始对新的变化开始慢慢适应。我们已经过了拿足够多钱去参赛就一定能成功的阶段。今年我想继续大幅降低参赛成本。这是我们第一年削减戛纳参赛费用。我们已经更加勤奋，知道如何审视自己的作品，所以今年我们的参赛作品并不多。我不认为我们会因此沉寂，但我不也认为这将是一个继续增长的一年。省下来的钱，我们打算回馈给我们的创意人，让他们继续丰衣足食，为客户创造出最好的作品。
LBB: DDB中国2012年年底创作了一个我最喜爱的大众甲壳虫广告...
JZ: 是的，我很喜欢这个广告。它精彩的一部分在于，甲壳虫在中国没有历史。它实际上是要我们创造一个其实不存在的传统，结果，它做到了，非常精彩。这是一个对中国受众、对大众品牌传承都有着深刻理解、在一个全新市场建立起品牌形象的精彩案例。对客户来说这是个让人难以置信地成功。大众的许多作品我都超爱，没办法一一列举。记得有一个DDB悉尼为途锐做的作品获得过许多奖，是讲泊车辅助系统的案例。
LBB: DDB亚太区有没有哪一件作品让你非常激动...有'就是这一件'的感觉？
JZ: 新加坡为Starhub做的一些案例我很喜欢，它们赢得了许多实效奖项并证明了很高的整合营销水准。我很喜欢香港帮麦当劳做的那个I'M amazing，真的棒极了。虽然在本土奖项上收获一般但获得了国际奖项的高度肯定。我还非常喜欢新西兰为Coastguard做的那个钓鱼的案例，也非常优秀。来自我们旗下各个广告公司的作品真的太多了- （还有）菲律宾帮Gabriella做的 - 我也爱极了。 我能想到的来自我们旗下各公司的好作品不胜枚举 - 这就是我们的优势。很少有广告公司网络能做到在每个市场都那么成功。我们没有专门的尖峰代表作，因为来自我们所有办公室的作品都很棒。
LBB:您认为，DDB 亚太的未来中什么是值得我们期待的？
JZ: 我有一个非常简单的目标。许多人可能并没有意识到我们的许多客户请了咨询公司来节约成本- 而我们可能就将是被节约掉的一部分。那些咨询公司们制定的财务目标中针对服务提供商的成本缩减了40%之多。但广告公司根本不可能做到那样。
所以，展望未来的五年，我们整个行业都将进入一个非常困难的时期。我的目标非常简单。我想帮助我们的广告人证明他们所做的事情，他们重塑了和客户互动的流程，这些都为客户的业务增加了战略性的价值。我做的事情并不会在想办法做广告，我做的是，帮助客户做出好的商业决定。
BBDO, DDB, OMG and TBWA emphasize need to understand world's pre-eminent growth market Cannes, FRANCE, 18 June 2013 - Omnicom Group Inc. (NYSE: OMC), a leading marketing and advertising holding company, demonstrated its long-time support for China by hosting a panel discussion at the first "China Day" event held at the Cannes Lions International Festival of Creativity. "As the Festival celebrates its 60th anniversary, its organizers have wisely chosen to spotlight one of the world's most important countries," said Serge Dumont, Omnicom Group Vice Chairman, and Chairman Asia Pacific. "The support of the Group and its agencies at this year's Festival reflects our long-term commitment to China, the world's number-two advertising market worldwide in terms of market scale. Because understanding China has become crucial to any company with global aspirations, Omnicom assembled a panel of senior executives from our agencies to discuss the key trends affecting China's families, individuals, and institutions." Entitled "Becoming Chinese - the only way to succeed in China," the panel was moderated by Serge Dumont and included the following advertising industry leaders: -Carol Potter - President & CEO, BBDO/Proximity Greater China -Arthur Tsang - Executive Creative Director, BBDO, Beijing. -Tim Cheng - Chief Creative Officer, DDB Group Shanghai -Doug Pearce - CEO, Omnicom Media Group, Greater China -Ian Thubron - Group President, Greater China, TBWA Asia Pacific On Monday 17 June, Omnicom also hosted a private lunch to welcome Mr. Li Dong Sheng President of the China Advertising Association and its Secretary General Mr. Yan Jun. Along with Mr. Bernard Brochand, the Mayor of Cannes, selected leaders from the advertising industry and Omnicom agencies attended the lunch. Serge Dumont observed, "Two years ago, I had the pleasure of welcoming Mr. Li on the occasion of his first official visit to Cannes. We are delighted to see him back here - this time at an event that spotlights the rising influence Chinese consumers are exerting, within and beyond the borders of their home country." The Cannes Lions International Festival of Creativity takes place from 16-22 June 2013. Further information about China Day is available at www.canneslions.com.
About Omnicom Group Inc. Omnicom Group Inc. (NYSE-OMC) is a leading global marketing and communications company. Omnicom's branded networks and numerous specialty firms provide advertising, strategic media planning and buying, digital and interactive marketing, direct and promotional marketing, public relations and other specialty communications services to over 5,000 clients in more than 100 countries. Omnicom agencies have been in Greater China for over 30 years. Operations have grown rapidly, from several hundred employees in 2006 to currently more than 10,000 employees, including associates. Today, there are over 40 Omnicom agencies covering over 130 cities in Greater China.
宏盟协办戛纳首次 "中国日" BBDO, DDB, OMG和TBWA 强调： 充分了解并重视全球最重要的、发展最迅猛的中国市场
2013年6月18日 法国戛纳 -- 在今年法国戛纳国际广告节上，营销及广告巨头宏盟集团在戛纳首次"中国日" 期间举办了一场专题论坛，以表示其对中国市场的长期支持。 "今年是戛纳国际广告界六十周年庆典。主办方非常适时的选择聚焦在世界最重要的国家之一 ---- 中国。" 宏盟集团副主席兼亚太区主席Serge Dumont说道："宏盟集团以及集团旗下各公司对'中国日'的支持，显示出我们对全球第二大广告市场 ---- 中国的长期承诺。对于任何一家具有全球视野的公司来说，了解重视今天的中国亦变得至关重要。此次专题论坛，宏盟召集其旗下各公司的资深专业人员，共同探讨正日趋影响中国的家庭、个人以及机构的主要趋势。" 成为"中国人"，是在中国取得成功的唯一之路，是本次专题论坛的主题。Serge umont担任现场主持，以下各位作为演讲人参与论坛： -Carol Potter - BBDO/Proximity 大中华总裁兼首席执行官 -Arthur Tsang - BBDO 北京执行创意总监 -Tim Cheng - DDB 集团上海首席创意官 -Ian Thubron - TBWA 大中华区集团总裁 -Doug Pearce - OMG 大中华区首席执行官 6月17日, 宏盟设午宴招待前来参加广告节的中国广告协会会长李东生先生和中国广告协会秘书长燕军先生。一同参加午宴的还有戛纳市市长Bernard Brochand先生以及行业内和宏盟集团旗下公司的各位同仁。 Serge Dumont说："两年前，我在戛纳见到第一次来参加广告节的李东生会长。今天我们非常高兴在这里再次看到他。在一年一度的广告节上，我们可以感受到中国消费者不管是在国内，还是在全球舞台上，都正在发挥着越来越大的影响力。" 戛纳国际广告节于2013年6月16日至22日在法国戛纳举办。若想了解更多中国日的信息，请浏览：www.canneslions.com
宏盟集团简介 宏盟集团（纳斯达克代码：OMC）是一家全球领先的营销与企业传播服务集团公司。 宏盟集团旗下的顶级网络机构和众多专业公司向超过100个国家的5000多家客户提供广告、战略媒体策划和媒体购买、数字与互动营销、直效营销、促销、公共关系和其他专业领域的传播服务。 宏盟旗下公司在大中华区 三十多年的业务发展迅猛。员工人数已由最初的几百人发展到 2006 年包括联合公司在内的 1 万多人。今天，宏盟旗下公司已在大中华区的 130 多个城市拥有超过 40 家分公司。
Psydee Yang, Associate Account Director of Tribal DDB Beijing, received the trophy in Shanghai.
Date: June 5 2013 Location: Shanghai
The Tencent MIND Awards have been organized by Tencent since 2010 and has been supported by One Show for three consecutive years in China. At this year's awards held on June 3rd, Tribal DDB Beijing took home the Auto Category Silver Prize for Audi China's "Audi Open Innovation Challenge" Campaign. The winning entries are recognized for their excellence in creativity, media strategy and marketing effectiveness.
Tribal DDB Beijing's winning Audi Open Innovation Challenge campaign was held in high praise, described as "standing out thanks to its differentiated position, seamless interactive experience, precise media navigation, and great measurable effect."
Audi Open Innovation Challenge is an automobile design competition launched by Audi China in August 2013, calling for innovative entries from creative MINDs all over the country for two categories: engineering design & visual design. After two rounds of strict and meticulous judging, the winners were announced on the campaign website. The engineering design winners will have chance to work or get an internship in Audi China, while the winning works of visual design category were embedded into Shanghai's F1 tracks. The chosen designer was also rewarded a personalized meet-and-greet with celebrity F1 drivers ! You can check out the website campaign here.
今年已经是腾讯智慧营销大赛举办的第四个年头，也是它得到国际著名广告奖One Show合作支持的第三年。在6月3日举办的2013腾讯智慧营销大赛颁奖礼上，Tribal DDB北京凭着为奥迪中国打造的"奥迪启迪未来挑战赛"拿下了交通类的银奖。围绕着创意、媒体策略和市场效果，最终的赢家从80多个入围奖中诞生。
Tribal DDB 北京的"奥迪启迪未来挑战赛"获得了很高的评价，被誉为"因为与众不同的定位、流畅的互动体验、精准的媒体导航以及可衡量的市场效果而脱颖而出"。
奥迪启迪未来挑战赛是由奥迪中国主办的汽车创意设计大赛，大赛于2012年8月27日全面启动，并于10月底和11月中甄选出优秀创意设计和最终优胜者。大赛分为两大部分：工程设计挑战和视觉设计挑战。工程设计类赢家将有机会赢得在奥迪中国工作或实习；视觉设计类获奖作品，将由奥迪中国呈现在上海F1赛道上，优胜者将与奥迪 R8 LMS 赛车和明星车手亲密接触。 点击此处访问挑战赛主页。
Team Credits : Campaign: Audi Open Innovation Challenge Agency: Tribal DDB Beijing Creative: Tim Cheng, Haowen Liu, David Li, Punk Xie Account: Neil Holt, Freeman Chiu, Jerry Yee, Psydee Yang Project Management: Freeman Tin Ho Chiu, Stephen Dai
Date: May 30 2013 Location: DDB Shanghai
Spirits were high last Friday when Business Director of DDB Shanghai Angie Wong announced that the tradition of celebrating birthday with teammates might be history, instead replaced with a bigger, better present ... A day off! The management team generously decided that the birthday boys and girls of DDB North China in the Beijing and Shanghai offices can now have their special day to themselves. Amidst the ecstatic cheering and occasional disbelief, employees naturally voiced concern about birthdays clashing with weekends and holidays. Management however had already considered these potential issues, and put forward the official new policy that everyone was entitled to a one-day leave within their birthday month.  DDBers chased down this delectable news with gourmet grub at the seasonal barbeque, an event that has become somewhat of a tradition in the Shanghai office. "We have the barbeque event several times a year; it's been like this for several years. It's a great opportunity for people to get some food and relax," says Group Creative Director Nic Brennan.  Slabs of grilled pork, gigantic sausages and fresh potato salad were washed down with cold beer and wine, leaving people satisfied and well on their way to food comas. Some people didn't touch a bite the entire day in order to save space for that evening's event. Account Executive Nic Hu, who first joined us as an intern in the DDB LaunchPad Program, commended the food and told us in between mouthfuls that she would very much support more activities that involved chow. "Food is always a must for activities. As long as there is food available, I will definitely come." Noted, Ms Hu! Apart from foodies like Nic, planner Sarah Zhang also gave her stamp of approval on DDB activities, saying, "I've only been here about 3 months and this is the first time I've attended the barbeque, but it's my second event since the piano concert. I think the activities provide a good way for people in the office to get to know each other and also to de-stress."
Copywriter intern Olga Tang was more enthusiastic about kicking these barbeque parties off the ground, gushing, "What a blast if we could have this kind of event every Friday!" All in all, this event proved another success and generated a lot of positive feedback from employees. Even though we lay one office tradition to rest, we'll keep the fire lit under this one and look to create more fun activities in the future. A big thank you goes to the social committee team who organized this splendid event and of course, to the management team for their surprise announcement that kept us in great spirits for the rest of the weekend. Thank you DDBers for your continued support and we look forward to our next shindig together!
周五BBQ： DDB北中国区，烧烤与好消息齐飞
日期：2013年5月30日 地点： DDB上海
上周五，DDB上海的业务总监Angie Wong在上海办公室的BBQ上宣布，一直以来在同事生日时送上祝福的传统，可能会成为历史----取而代之的是一份更棒的礼物...生日时带薪休假一天！管理层慷慨地决定:让DDB上海和北京的员工们在生日当天都可以带薪休假一天。
当大家正在为这难以置信的消息激动不已时，有人自然而然地想到：如果生日那天是周末或者假期，该怎么办？可喜的是，管理层早就想到了这些问题，紧接着宣布：每一位员工都可以在生日当月，选择任何一天带薪休假！
带着这令人兴奋的消息，DDB人们来到了烧烤的地方享受美味佳肴。听说这个烧烤活动已经开始慢慢成为DDB上海分公司的"传统"了。我们的创意总监Nic Brenna 说道："我们一年会举办好几次烧烤活动；已经办了好几年了。这是个很好的机会让大家享受一下美食，也能放松一下。"
厚实的猪肉，大块的香肠和新鲜的土豆沙拉都与冰镇啤酒和红酒一同下肚，让大家满足地沉浸在食物世界里。有些人更是为了能够这次的烧烤美食而特意给胃腾出空间。业务员 Nic Hu （她曾经是 DDB LaunchPad Program的一名实习生）一边吃一边说她非常支持能提供咀嚼机会的活动。她说："食物是活动的必需品。只要有吃的，我肯定会来。"
除了像Nic这样的"吃货"之外，我们的策划Sarah Zhang也对DDB的活动给予了肯定， 她说："我才刚来三个月，这也是我第一次参加烧烤活动，但是是自从 钢琴演奏会后第二次参加活动。我觉得这些活动让公司里的人加深相互了解，也能放松一下。"
文案实习生Olga Tang 更是对烧烤活动满腔热情，她充满憧憬的说："如果我们每周五都有这样的活动该多好啊！"
总的来说，这次活动很成功，也得到了很多大家的正面反馈。虽然我们暂停了一个传统，但是我们会有越来越多的新传统，今后也还会有更多有趣的活动举办起来。
在此特别感谢我们组织这次活动的Social Committee 团队、带给我们惊喜的管理层团队、以及每个DDB人的支持与鼓励。我们期待下一次的聚会！
Date 3 June, 2013 Place Beijing
DDB Guoan, part of DDB China Group has been invited to collaborate with the Institute of City Brand Research of Tsinghua University to develop the global marketing and branding strategy for China's Dujiangyan City.
Located next to the city of Chengdu in western China, Dujiangyan City is well known amongst Chinese tourists for its thousand-year hydraulic project and its scenic spot and birthplace of Chinese Taoism, Qingchengshan Mountain. The local government aims to increase the appeal of Dujiangyan City as a unique international destination, with a clear and vivid brand image worldwide.
The Institute of City Brand Research of Tsinghua University and DDB Guoan will start the creative planning process and development work from the second half of this year. A feasibility report will also be generated from the recent discussion to incorporate all features of Dujangyan into the Global Communications Plan that forms the cornerstone of the entire campaign.
"We are thrilled to collaborate with one of the top institutes in China on this meaningful project. This is a great testament to the team's tourism experience and branding expertise, which we've assembled from China and around the world. It demonstrates the sheer strength of DDB's global resources, world-class experiences and deep knowledge of city branding and marketing," said Randy Xiao, Vice President of DDB Guoan.
"DDB China Group's global campaign 'Made in China' launched in 2009/2010 was a proven success as the first ever global brand campaign by the Chinese government that garnered unprecedented attention from both Chinese and international press. Sina.com.cn reported that the campaign successfully raised awareness to uplift China's image in the world. We are indeed privileged to be part of another historic city branding and development in China," said Richard Tan, President and CEO of DDB Group North China.
"We are excited to work with DDB Guoan on this project. Their outstanding creative reputation and brand planning capabilities will definitely help develop Dujiangyan city as a successful international brand icon," added Professor Fan Hong, officer of Institute of City Brand Research of Tsinghua University.
Two other domestic top-level organizations, Cultural Industry Centre of Tsinghua University, and Academy of Arts and Design of Tsinghua University will also participate in this project.
国安DDB将携手清华大学城市品牌研究室 共同打造都江堰国际旅游品牌
日期： 2013年6月3日 地点： 北京
日前，国安DDB受邀携手中国高校中唯一研究城市品牌的研究室－清华大学城市品牌研究室，共同为把四川省都江堰市打造成为国际城市旅游品牌进行了深度的交流。
都江堰是四川省著名旅游城市，紧邻成都。它拥有著名的都江堰千年水利工程和道教胜地青城山，是国内的旅游热门地之一。为了把都江堰更好的推向国际市场，并拥有更加鲜明的城市形象和符号，当地政府决定邀请专业的城市品牌策划机构对都江堰品牌进行营销。
国安DDB副总裁萧东荣，与清华大学城市品牌研究室主任范红教授、清华美术学院清尚设计公司总监国虹一行，应邀参与，共同探讨在都江堰市建设"熊猫文化旅游小镇"的可行性。席间与成都市副市长谢瑞武、都江堰副市长陈汝龙以及成都企业界精英进行会谈，讨论了打造都江堰城市的文化符号、在都江堰市建设"熊猫文化旅游小镇"的可行性等等。
据了解，此次清华大学城市品牌研究室负责此一具有特殊意义的任务，特别邀请了曾经策划执行中国首支国家形象片"中国制造"的宏盟集团旗下的国安DDB，参与制定都江堰城市的整个国际旅游品牌的营销策略。
DDB中国之国安DDB副总裁萧东荣表示：「我们很荣幸能够携手国内顶级机构，参与到这么重要而且有历史意义的城市项目中来。DDB对国际旅游行业拥有深刻了解，我们的团队汇聚国际国内精英，拥有世界一流的知识配备。对我们来说，这将是一次重要的展示机会和舞台。
"能够受邀参加都江堰的品牌打造我们很自豪，这是对我们对城市和国家品牌建设能力的又一次证明。DDB中国在2009/2010年为商务部打造的全球广告'中国制造'就是成功先例，这是中国政府首个在国际和本土都获得前所未有的媒体关注度的广告。新浪曾报道说这个广告成功帮助提升了中国在世界上的形象和关注度。" DDB集团北中国区总裁兼CEO陈仲翰（Richard Tan）表示。
清华大学城市品牌研究室主任范红教授同时指出：「我们很高兴能够与ＤＤＢ国安合作，我们希望DDB国安团队的高超创意才能和杰出的营销策划能力能够帮助都江堰建立国际城市的品牌，国安DDB的参与将使我们的项目锦上添花。
清华大学文化产业中心、清华大学美术学院将同时承担研究这一项目的重任。
Alex Burke, February - May 2013
 My time as a Future Bernbach at DDB China Group represented two big firsts for me. Not only was this my first time working at an ad agency, but it was also my first time working in China. The exposure to both was invaluable.
Working with the Communications & Knowledge Management team turned out to be a perfect learning opportunity for someone who has never worked in China. For our internal news hub and weekly newsletter, I was constantly on the lookout for research articles on Chinese consumer trends, and case studies on the best campaigns in the industry.
Whether I was reading about Chinese taste (or lack thereof) for chocolate, their voracious appetite for luxury brands, or the lack of trust in domestic milk powder products, I learned something new every day about Chinese consumers. Who knew that LeBron James is the most popular Western celebrity on Chinese social media? Or that Taobao accounts for 90% of China's rapidly growing e-commerce market? (If you're unfamiliar with Taobao, it makes Amazon look like child's play.) This research enhanced my understanding of China as a whole, and helped to contextualize the work being done by DDB and other agencies in China.
The second, and equally valuable, part of my time at DDB was the exposure to work life at a 4A agency. Having watched a few too many episodes of Mad Men, my preconceived notions of agency culture included inventing the perfect slogan over large glasses of scotch, an equally attractive and adulterous staff, and lots of late nights. But my first impressions of DDB's agency culture were of the infectious energy and camaraderie (and the ability to throw a great party, as I attended the Chinese New Year celebration during my first week).
In addition to learning the ins and outs of Communications & Knowledge Management from my mentor Michelle Tan and the rest of our team, I hoped to learn as much as possible about how the agency as a whole works. Thanks to Sparks Sessions for Future Bernbachs and DDB training sessions, I was able to learn more about each part of the business. From Keong Loh, I learned that simplicity is not always simple. From Jenny Liu, I learned how social creativity can help to strengthen humanity. From Angie Wong, I learned that Account Managers play an invaluable role (hint: the role is not 'fuwuyuan'). And lastly, from our intern presentations where we teamed up to present our own creative pitches, I was able to learn firsthand how it all comes together.
The preconceived notion of late nights does seem to hold true for most teams at DDB. But to me, it seems that people are here because they want to be. Late hours are fueled by a passion to be better; more creative, more prepared for a pitch, more involved in social media, more in touch with consumers. This is the reason I loved interning at DDB, and the reason I am now more determined and excited to start my career in advertising.
来自一位Future Bernbach(未来的伯恩巴克)的回想
Alex Burke, 2013年 2月 - 2013年5月
在DDB中国成为一位Future Bernbach(未来的伯恩巴克)让我的人生拥有了非常重要的两个第一次。这不仅仅是是我第一次接触广告公司，而且也是我第一次在中国工作。这样的经历非常宝贵。
对于一个从来没有在中国工作过的人来说，在企业传播与知识管理的团队里工作无疑是一个最好的学习机会。在我们内部的新闻中心和周刊发布中，我不断地搜寻行业内在中国的最新消费者研究报告和最好案例分析。
我了解到了 巧克力也会有专门的中国口味，中国人对奢侈品如饥似渴，还有他们对国产奶粉的不信任。每一天我都能了解到更多关于中国消费者的信息。谁会知道 LeBron James 在中国的社交媒体上是最受欢迎的西方名人？ 淘宝在中国的互联网市场上突飞猛进并占有90%的市场份额？ （如果你不熟悉淘宝，这简直能让亚马逊相形见绌）这些探索更加拓宽了我对中国的了解，也让我去在理解这些背景情况下能够在工作中有对DDB和其他广告公司有更加全面的认识。
然后第二个非常重要的点就是在DDB这样的一个4A广告公司里工作。在看了许多集《广告狂人》之后，我心目中的广告公司文化，就是大口喝完苏格兰威士忌酒，之后创造出完美的广告slogan，员工非常艳丽与成熟，还有一个个不眠之夜。但是DDB给我的第一印象是充满感染力的激情与互相关爱的温暖气氛（还有各种各样精彩的Party，正如我第一个星期参加的 中国春节晚会）。
除了在企业传播与知识管理的团队向我的导师Michelle Tan和其他队友们学习了公司内部和外部行业的情况之外，我还想知道更多关于一个广告代理公司的整体是如何运作的。因为Launch Pad实习项目有专门为Future Bernbachs举办的每周培训单元Spark Session，所以 我有机会学习广告运营的每一个环节。在Keong Loh的演讲里，我学到了" 简单不总是简单的" 。在 Jenny Liu的演里，我学到了怎样让 社群创意融入广告从而使之更加人性化。从Angie Wong的演讲里，我学到了为什么客户经理在广告公司里是个不可或缺的职位 （而不是"服务员"）。最后，从我们Future Berbachs实习生的团队 创意比稿中，我了解了一个广告创意到底是如何诞生的。
之前关于广告人经常有不眠之夜的猜想在DDB这里也被验证了，但是在我看来，这里的人们下班后还继续工作，是因为他们对自己的工作充满了热情，是这种激情不断推动着他们在产品、创意、比稿、社交媒体和消费者互动上更上一层楼，而这，也是为什么我喜欢在DDB实习的原因。总得来说，这次实习更加坚定了我进军广告业的决心。
Date May 23 2013 Location Shanghai
DDB China Group has launched a new TVC for Quaker Instant Oats which touts the product's three main health benefits. The TVC hopes to educate consumers on the myriad benefits of Quaker Instant Oats to encourage trial of the product. The TVC launched on May 9, 2013. . The TVC is distinctive from the 2011 campaign for Quaker Instant Oats because it describes multiple benefits, rather than just the cholesterol-lowering aspect. Quaker Instant Oats helps lower cholesterol, improve digestion, and promote heart health. The TVC shows how multiple benefits can help you and your family achieve more in life.
Jimmy Lin (林志颖) was selected to be the spokesperson for Quaker Instant Oats because he is successful in multiple aspects of his life, and embodies the busy lifestyle of someone who would enjoy the product. He is not only a celebrity, but also a successful businessman, professional Formula One Race Car Driver, and loving father.
The campaign is part of a big year for Quaker, according to Angie Wong, Business Director of DDB China Group. "2013 is a very important and exciting year for Quaker. The company introduces Jimmy Lin as the new face of Quaker and shifts its focus to communicating the multiple benefits of Quaker Oats, which we believe will attract more consumers and help Quaker build its image as a trustworthy nutritional brand."
The campaign follows another TVC recently produced by Quaker and DDB, titled "No Additives". This TVC featured popular singers Aggie Xie (谢沛恩) and Deng Ning (邓宁), and linked the product benefit of the naturally great taste with naturally beautiful women who are confident in their own skin. Both TVC's are aimed at bringing Quaker to the forefront of health food in China.
Team credits: Client: PepsiCo Foods China Creative Agency: DDB Shanghai Creative: Eva Hou, Omega Guo，Arslan Long & Lara Lee Account Management: Angie Wong, Jasper Chou Production House: GreenSpot Director: Brian Lai
DDB 中国发布'三好益健康'全新桂格即食燕麦片电视广告 日期 2013年5月23日 地点 上海
DDB中国日前为桂格即食燕麦片发布了全新的电视广告，大力宣传该产品的"三好益健康"特性。这一广告期望将桂格即食燕麦片的多重益处传递给消费者，从而鼓励人们来品尝它。该电视广告已于2013年5月9日正式上线。
与桂格即食燕麦片2011年的营销有所不同，此次的电视广告侧重强调产品的多重益处，而非仅仅降低胆固醇这一单一功效。桂格即食燕麦片不仅能够吸收肠道内多余胆固醇，促进消化能力，同时让心脏更加健康，保持年轻。广告片为观众展示了这些特性如何能帮助您和您的家庭收获更多。 受邀为代言人的林志颖 (Jimmy Lin)在生活中获得了多方面成功：他不仅仅是一位明星，一位成功的商人，一位专业的F1赛车手，更是一位充满爱心的父亲。此外，他的快节奏生活方式和桂格即食燕麦片的目标定位群的生活方式不谋而合。
今年对桂格来说是非常重要的一年，本次营销活动将是其重要组成部分之一。DDB中国业务总监王恺宜（Angie Wang）说道："2013年对于桂格来说是非常重要且激动人心的一年。公司将推出林志颖为全新的桂格形象代言人的同时，将会着力宣传桂格的多重益处，我们相信这一定能吸引更多消费者，并为桂格在中国建立起健康良好的品牌形象。"
本次营销紧接着近期桂格与DDB合作的另一个名为"无添加"的电视广告上线。"三重无添加，醇香真美味"广告邀请了谢沛恩（Aggie Xie）和邓宁（Deng Ning）为男女主角，并诠释了产品无添加的天然口感与崇尚天然美的自信美女之间的微妙关系。两部广告作品都致力于将桂格推上中国健康食品类目的最前线。
Team Credits： 客户：PepsiCo Foods 中国 创意广告公司: DDB 上海 创意团队: Eva Hou（候佩雯）, Omega Guo（郭松龄），Arslan Long（龙涵莹） & Lara Lee（李柔萱） 客户管理团队: Angie Wong（王恺宜）, Jasper Chou（邹承宏） 生产商: GreenSpot 导演: Brian Lai
Advertiser is a monthly magazine that targets advertising agencies and advertisers. It is a leading media source within the industry.
Source: Advertiser Date: May 2013
Quaker Concentrated Powder Drink : Four non-additives DDB China has produced a TVC for Ouaker's new product - Quaker Concentrated Powder Drink. The new TVC emphasizes "four non-additives" in the drink, which refers to no pigment, no preservative, no vegetable fat and oil, and no trans fat. The TVC shows that Quaker ensures the products to be high quality and cares about consumers' health.
广告主是面向广告公司和广告主的杂志刊物，每月出版一次，是行业内的领先媒体。
来源：广告主 日期：2013年5月
桂格： "四重无添加" 主攻年轻消费群体 DDB中国为桂格的新产品醇香燕麦片做了一则电视广告。这个新的广告强调这个新产品的"四重无添加"特性：无色素、无防腐剂、无植物末和无反式脂肪酸，它传达了桂格对消费者健康的关心和保证产品高质量的承诺。
以下为原文： 
 Modern Advertising is the official bi-weekly publication of China Advertising Association and is a leading media source in within the industry. The publication also hosts a variety of advertising industry awards, including the China Advertising Great Wall Award, Chinese Media Marketing Innovation Awards, and China Interactive Creative Award.
Source: Modern Advertising Date: May 2013
Quaker Concentrated Powder Drink : Attracting young people
DDB China Group has launched a new TVC for Quaker Concentrated Powder Drink, which touts the product's three main health benefits: nutrition, taste, and without food additive. This TVC featured popular singers Aggie Xie (谢沛恩) and Deng Ning (邓宁), and linked the product benefit of the naturally great taste with naturally beautiful young celebrities. This TVC is aimed at bringing Quaker to the forefront of health food in China.
现代广告（双周刊）是中国广告协会旗下的官方媒体，是中国广告长城奖媒介营销奖和互动创意奖的举办方，属于行业内的领先媒体。
来源：现代广告 日期： 2013年5月
桂格燕麦，打动更多年轻人 DDB 中国为桂格2013年4月新上市的醇香燕麦饮打造了电视广告片，突出三大健康特色：营养、美味、无任何食物添加剂。著名的歌手谢沛恩和邓宁担纲TVC主演，将该产品天然美味的特点与年轻美丽清纯的年轻名人巧妙结合在一起，从而让桂格醇香燕麦片在中国成为更多年轻人喜欢的健康食品。
以下为原文：
 The following interview comes from DamnDigital, China's leading digital marketing / advertising media. With over 43,000 daily visitors. DamnDigital offers deep observations of China's advertising industry, especially with regards to digital marketing. DamnDigital is the exclusive media posting a series of their observation of DDB Shanghai's "LaunchPad" program, including two written reports and one video interview with Jimmy Lam, CCO of DDB Group North China.
Source: Damn Digital Date: May 16 2013
What does it take for a new advertiser to become a master of their craft? How many obstacles do they need to overcome? Meanwhile, from Storyboard to the status update on Weibo, how should advertising companies face the new media environment and market demand?
In this interview, Jimmy Lam, DDB Vice Chairman & Chief Creative Officer of DDB Group North China, answers these questions for us.
This is the first time that DamnDigital has ever done a video interview. Please click here to watch.
互动中国专访: DDB集团北中国区副主席兼首席创意官林俊明 - 最难跨的一步是"不自私"
来源: 互动中国 日期： 2013年5月16日
从初出茅庐到一步一步登上职业的顶峰，广告人有多长的路要走？有多少坎要跨过？同样的，从Storyboard到微博输入框，广告公司本身又应该用什么姿势面对日新月异的传播环境与营销需求？
本次专访我们找到了华文广告圈的顶级大佬之一林俊明 Jimmy Lam，由他来为我们一一解答。
互动中国首次尝试了视频访谈，我们对Jimmy提出了围绕广告行业各个方面的十个问题，请点击 此处观看
 Written & Edited by: Wayne TaiSpecial Thanks to: Annie Yang, Michelle Tan Source: DamnDigital
In the current age where the entire advertising industry in China is suffering from high labor costs and turnover rates, attracting young talents become one of the biggest challenges of almost every single agency. In this highly dynamic industry, especially the last two years when campaign budgets have slowed, the once simple and effective 'Buy Talents' strategy through offering high salaries no longer seems to work. Facing new industry trends of technology innovations, what becomes critical is how an agency can stand out by developing a sustainable talent structure, instead of one that merely places all importance on its high-profile senior members.
At the beginning of April this year, Damn Digital received an invitation from the DDB Shanghai office, inviting us to participate and understand in detail its special global internship program - LaunchPad for Future Bernbachs. Contents below are drawn from our direct observations and records.
What is LaunchPad for Future Bernbachs? 'LaunchPad' is a unique internship program at the international creative agency, DDB. It was first initiated by the DDB Sydney office successfully and introduced subsequently to the whole DDB worldwide network. The program targets young graduates or soon-to-be graduates, giving them the opportunity to receive guidance from the most experienced professionals of the agency and actually get involved in live client briefs and campaign activities. During the course of three months, the interns learn the basic process within the advertising business and gain significant real-world ad experience. At the end of the internship, their performances were evaluated by their mentors, and official job offers are made eligible to them depending on their performance and vacancies. During the internship, DDB offers inspiration sessions every week, and the management team gets involved to listen in on the creative briefs being worked out by the interns on a regular basis.
According to DDB, LaunchPad is designed to help new graduates to close the gap between theoretical knowledge and agency practices, and to build a strong portfolio before committing to a full-time career. In turn, DDB will also benefit from having fresh ideas from the young talents, and increase the chance of discovering future creative leaders. Another important benefit for DDB through this initiation is that the agency will be able to dispel untrue stereotypes about working at an agency, and establish a favorable brand reputation among new graduates who can easily get lost among excessive choices of brands and agencies.
At the beginning of 2013, DDB Shanghai office started to prepare for the launch of the program. The interns who were chosen to participate in the LaunchPad internship program were honored with a unique and appropriate nickname- Future Bernbachs. After all the name comes from one of the founders of DDB, who is one of the most lauded creative of the industry.
Michelle Tan, Director of Communications and Knowledge Management, DDB China Group, emphasized that 'DDB China is an agency with true creative spirit. We sincerely hope, through the program, we can bridge the gap between student and professional creative, and at the same time show our commitment for the future development of the creative industry as a whole. By taking part in the three-month internship, the interns will be able to understand the reality of the industry beyond the surface and they get to consider whether the advertising industry is the right place for them to pursue their dreams. We allocate the most experienced staff as their mentors, where each mentor takes care of two interns at the most, thus ensuring every intern getting sufficient guidance at DDB.
The program also reflects how much we value our people and how much we devote towards nurturing talent - we also encourage our permanent staff and interns to constantly develop themselves. In general, intensive high-quality training, real working experience and brief simulations create valuable opportunities to communicate with senior managements, along with the more relaxed Sparks Sessions, that enable LaunchPad to be truly differentiated among various internship programs. It can be regarded as the first program of its kind within the industry.' Group photo of Future Bernbachs and key Shanghai leaders.
Why introduce the LaunchPad? Amir Kassaei, Chief Creative Officer of DDB Worldwide, said in one previous interview with Damn Digital:
'With increasing pressure around cost combined with the competitive talent landscape, we are noticing real opportunities to look beyond the expected skill sets and traditional schooling when recruiting. It is important to recognize the shift in the industry with regards to scope of work so we don't exclusively target the traditional background. I'm not interested in hiring people who can only win awards. The best creative is the person who is able to use skills, knowledge of existing technologies, and insights to solve a business problem in an intelligent way. As an industry, we also need to focus our investment - as a priority - on significant talent development programs... so perhaps to take a chance on someone brilliant with unexpected training and education next time you hire, and while you're at it, make the decision to invest in their development.'
In short, it is important to invest a reasonable budget in talented people, who are capable of helping the agency stay ahead with the rapidly changing industry landscape. Wenhai Li, Chief Talent Officer of GroupM China, also mentioned in his interview that investing in future talents is on one hand required by the need of covering high annual employee turnover and business growth, and more importantly on the other hand, to grow a strategic talent pool. The so-called 'strategic' implies in 'not only to satisfy clients' short-term needs but also be prepared for any possible new challenge raised in future.'
It's worth mentioning that, in most interviews with those lauded creative leaders in China and abroad, they all tend to admit their awareness of the low possibility that one can always keep up with the times and technology trends. Therefore, developing new creative talents has become a necessity for almost every agency, including DDB Shanghai. After the internship, every Future Bernbach will be awarded a Certificate of Participation, and those interns who had distinguished performance may also obtain a reference letter from DDB senior management. (See picture in Chinese version)
Recruitment and Evaluation Criteria For an agency with more than 50 years of history like DDB, it certainly sets a high standard for the young 'Future Bernbachs'. All mentors are required to complete an evaluation form consisting of multiple dimensions to score the intern on being a 'creative thinker', 'problem solver', 'relationship builder' and 'sponge', etc.
In order to understand the initial expectations of the mentors towards the 'Future Bernbachs', two members of DDB Management were interviewed: Nic Brennan, Group Creative Director (the third from right hand-side, first row, in pic 1)： '...their creativity, ability to generate ideas, learning capability, communication skills and the most importantly, their passion...' Jimmy Lam, Vice Chairman and Chief Creative Officer, DDB Group North China: '...be very curious, be eager to learn, be positive and sensitive. The university is where one just waits to be taught. Here, one has to be self-motivated to learn...'
Consistent with what Amir has said, a relevant academic background is not compulsory in the LaunchPad program, but 'initiative' and 'desire to learn' are.DDB China Group received 416 resumes in total from various universities, including Shanghai University, East China Normal University, Tongji University, Shanghai Lixin University, Shanghai Art & Design Academy, Shanghai University of Science and Technology, Shanghai Jiaotong University and China Academy of Art, among which about one out of seven candidates were invited for interviews and 32 of them were finally recruited. These interns became the first batch of 'Future Bernbachs', who came from different tiers of cities in China as well as abroad, but very interestingly, most of them are girls! As of press, 8 Future Bernbachs have signed contracts to officially work for DDB.  Future Bernbachs and Senior Management of DDB Shanghai and DDB Global, enjoying the food from their major client McDonald's.
Sparks Session As a critical part of the LaunchPad, DDB Shanghai office held 'Sparks Sessions' every Wednesday before the close of work, where experienced advertisers from the DDB Shanghai office or even from other global offices provided training to all the Future Bernbachs. After every Sparks Session, colleagues from the Communications and Knowledge Management team distributed evaluation forms to collect feedback from the interns, which were then considered as valuable references for future improvement of the sessions. The reporter was honored to have attended two Sparks Sessions given by Nic Brennan, Group Creative Director, and Patrick Rona, President of Tribal DDB Asia Pacific and Chief Digital Officer of DDB Group Asia-Pacific. Both presentations included valuable contents, and the one given by Patrick even turned out to be prepared for his speech at this year's Adfest. However, during Nic's presentation, where he shared 10 TVC advertisements, possibly because it was the very first Sparks Session or due to language barriers, little interaction was generated between the audiences and the speaker. The issue of the language barrier was solved when it came to Patrick's Sparks session by providing bilingual interpretation throughout the presentation. While the contents were also communicated more clearly, the level of interaction remained relatively low. Concerning this, Patrick believed it was because the 'Big Topic' he set scared the young graduates, but he also expressed his optimism: 'There are various levels of interaction. I really hoped they were listening carefully to what I was sharing before they raised any questions. I value interactions of this kind a lot. I also believe many of those who didn't raise any questions during my Sparks Session will come and talk to me later or tomorrow.' 'Seen from the survey, Sparks is one of the most well received parts of the program. Senior management are usually very busy, but have they have taken the time to participate and answer all questions,' Said Michelle, 'Even if they don't get to join DDB in the future, the program offers them a unique and memorable first experience in the advertising industry. That is key for us.'
Conclusion Wenhai Li told the reporter that the average turnover rate of talents for the industry is about 30%, which is still considered high even in the service sectors. Though it is difficult to tell merely from the first round of practice, the introduction of LaunchPad in China is indeed a big step for DDB's initiative of nurturing future talents.
To quote Amir Kassaei on the issue of investing in future talents, which also echoes the opening words of this report: 'Meaningful talent development needs to start at the top of the organization. It is our responsibility as an industry to grow and shape our young talent into creatively brilliant leaders of tomorrow's advertising landscape. Our creative leaders have the duty to guide, educate and lead by living up to the high standards that we have internally. We're not only required as an industry to train and educate young talent, but we also need to have programs and initiatives in place to develop our creative leaders. That's the only way to develop a culture where humanity and creativity are the foundations of innovation.'
侧记一间创意代理公司是如何吸纳新兵的。 撰文、编辑：Wayne Tai 鸣谢Annie Yang / Michelle Tan @DDB 转载自 DamnDigital
在如今人力成本高企、流动率又巨大的中国广告产业，怎样吸纳新鲜人才是令各家公司都头疼的一个问题，而在这急速变化的产业中，在广告预算增长迟缓的这两年，往日简单粗暴的"Buy Talent"高薪挖人策略对于代理商们来说效果正在变得不那么立竿见影。公司面临新的行业趋势与技术革新，能否靠合理的人才配置迅速转身，而非沦落成空有招牌与"大师"的恐龙，怎么招新兵就是关键。
今年四月初，互动中国收到DDB上海办公室的邀请，详细了解了其独特的全球实习生培训计划"LaunchPad"。以下是我们的一点观察与记录。
什么是LaunchPad "LaunchPad"是国际创意代理商DDB的一项特别的实习生培训计划，最早由DDB悉尼办公室进行尝试，在获得了相当不错的反馈后被推广到DDB全球网络。该培训计划只招募即将毕业或者刚毕业的大学生，由资深广告人作为导师参与公司的关键客户与广告活动，在三个月的时间内完成对于商业广告流程的学习与实战，最终由导师打分，并根据职位空缺情况决定是否录用为正式员工。在实习期内公司将准备每周一次的培训课程，创意主管也将定期听取由实习生们独立创作的广告提案。
依照DDB官方的愿景，LaunchPad将能够帮助初出茅庐的学生跨越从课本到现实的鸿沟，并能在正式工作前就获得一份不错的portfolio与实战经验，而DDB则收获了大量新鲜血液与发掘优秀人才的可能性。同样重要的是，DDB也将在初入业界的广告新兵圈中得到不小的品牌推广----毕竟经过笔者的实际了解，广告圈与广告圈内林林总总的公司品牌对于在校生与毕业生来说有些神秘，有时候也过于琳琅满目了。
在2013年初，DDB上海办公室着手将该计划在初次在中国落地，而进入上海办公室的LaunchPad实习生们还有一个特别光鲜的代称："Future Bernbachs"。Bill Bernbach是DDB的创始人之一，同时也是业界共知的创意巨匠。
DDB中国企业传播与知识管理总监陈玮冰向我们强调："DDB中国是具有创新性的广告公司，通过给这个项目，我们给想进入广告行业的学生们搭建起一个桥梁，我们想表达的是我们对整个创意行业的未来的关注和关怀。通过三个月的实习，他们会了解到外表光鲜的广告行业事实是怎样的，广告是否可以真正承载他们的梦想；我们尽力安排协调非常资深的导师，每人最多只带两个实习生，并给予充分的指导。这个项目也同时表达出DDB对人才的重视和指导，我们一直在督促员工和实习生进行自我发展的提升。总的来说，密集高质的培训，真正的实战经验和模拟演练，和最高层的沟通与表达机会，还有轻松愉快的SPARKS，让整个LaunchPad从众多公司的实习生项目中脱颖而出。它可以说是国内广告行业中的首次。" 上海办公室第一期Future Bernbachs的合照。（见英文版）当然，第一排永远是领导的。
为什么要引入LaunchPad DDB全球首席创意官Amir Kassaei在先前接受我们的采访时表示： "随着资金上压力的增加以及越发激烈的人才竞争， 我们不能只考虑现阶段所需的专业技能和教育背景，而要想的更远。如今我们的工作中所涉及的领域越来越广，因此我们不能只盯着传统的专业背景。我不倾向于雇用那些拿奖专业户。 真正的创意人是那些有能力利用所学技能，结合有限的科技， 加上自己对行业的理解的洞悉，真正意义上解决商业难题的。 作为一个行业，我们需要关注投资的对象，把人才发展项目列为首要任务。...... 也许下一次聘请新兵的时候，遇到一位各方面都出色的人选， 或许他的专业背景不是我们所需的，或许他没有很出彩的学历，请给他一个机会吧！你的投资将使他们的未来更好地发展。"
简而言之就是要用合理的预算投资高资质的，并且能够使公司不断适应大环境变化的年轻人----后一点尤其重要。群邑中国集团首席人才官李文海在接受采访中亦提到对于未来人才的投资除了每年雇员流动业务增长的"刚需"之外，更是为了储备"战略性人才"。其所谓的"战略性"体现在"不仅能够满足客户当前的需求，同时也要对未来可能产生的新需求做好准备。"
插一句题外话，互动中国在对于国内外已经功成名就的创意领袖们的采访中发现，他们均对自己无法永远跟上时代与技术潮流有清醒的认知，所以储备新血是每一间代理商都在做的事情，DDB上海自然概莫能外。  在实习期结束后，每位Future Bernbach将获得这样一份证书，优秀者还可获得DDB高层亲自撰写的推荐信
入选与评估标准 对于DDB这间年逾半百的创意老店来说，他们对这群初出茅庐的"未来广告大师"们的要求还真不低，每位带领Future Bernbachs的导师（mentor）在实习期结束后都会被要求填写一张包括"富有创意"、"问题解决者"、"关系建立者"、"博学者"等指标的评价表格，进行综合打分。那么这些"mentors"当初对将成为"Future Bernbachs"的年轻人都抱着怎样的期许呢？我们访问了DDB上海的两位管理层：
DDB上海集团创意总监 Nic Brennan： " 创意、思维能力、快速学习能力、与人沟通的技巧、当然最关键的是热情。" DDB集团北中国区副主席兼首席创意官林俊明： "非常好奇，非常要学东西，非常乐观，很敏感。如果一个人坐在里面等，老师来教那这是学校。他必须要很主动的去学东西。"
如Amir所说，专业背景在LaunchPad项目中并不成为必选项，主观能动性与学习意愿成为首要标准。本次DDB中国从包括上海大学、华东师大、同济大学、立信会计学院、上海美术艺术学院、上海理工大学、交通大学、中国美院以及美国密歇根州立大学、悉尼大学、伦敦大学皇家霍洛威学院，以及伦敦艺术大学中央圣马丁艺术与设计学院中一共收取了416份简历，大约有1/7的申请者进入面试，最终录取一共32位来自中国各线城市以及海外的应征者----有趣的是绝大部分都是女生----成为了DDB上海第一期Future Bernbachs。在截稿前，这一期Future Bernbachs中有8人成为DDB上海的正式员工。Future Bearnbach和DDB上海与全球的领导层，他们手里拿的麦当劳是该公司的重要客户
Spark Session 作为LaunchPad培训计划中的重要一部分，DDB上海在每周三临下班前会请本公司、中国区乃至全球的资深广告人为Future Bernbach们进行名为"Spark Session"的培训。每次培训后企业传播部门的同事将会回收事先发放的表格，评估培训效果并依此着手改进。笔者旁听了两场Spark Session，分别由Nic Brennan与Tribal DDB亚洲主席Patrick Rona 担任演讲嘉宾。两位准备的内容分量相当重，Patrick更是提前拿出为亚洲广告节准备的演讲稿分享。不过在在Nic关于十则视频广告的分享时，也许因为这是第一次Spark Session，也许是因为Nic事后自己也承认的"语言壁垒"，在座的同学极少与演讲者互动。"语言壁垒"问题在Patrick的Spark Session得到了解决----现场安排了中英翻译，演讲本身也更具激情，不过提问与互动状况仍然只是稍有改善。对此Patrick表示可能是因为他有一个 "Big Title"吓到了"小朋友们"，不过他也非常乐观的说到："沟通互动存在非常多的层级。首先我非常希望他们在认真倾听，然后才向我提问，我非常珍视这种互动。而且我相信很多在现场没有举手的同学，会在会后或者明天来与我交流。 "从调查问卷来看，SPARKS是实习生们反响非常好的环节。平时那些行色匆匆的老大们都能站在那里认真仔细的回答他们每一个问题。" 陈玮冰说："就算将来他们不能留在DDB，可是DDB给了他们一份珍贵的广告业初体验，这是最重要的。"
结语 李文海告诉笔者，国内广告业界的人才流动率普遍在30%左右，即使在专业服务行业中也是偏高的。虽然仅仅第一轮实践无法直接判定优劣，LaunchPad落地中国确实是DDB着眼未来人才所跨出的不小的一步。
在谈到投资未来人才的问题上Amir Kassaei说了这样一段话，正好呼应这篇文章的开篇： "好的人才发展计划则需要由公司的最高层带领发起。这是我们身处这一行业所要承担的责任。为了不辜负我们本身对这一行业的期望和高要求，我们的创意精英有义务教导、指引并且领导这些后辈们。不仅要本着行业的责任和义务来培养这些青年才俊们， 我们本身也要拥有这样的积极性，创办一些项目以发展创意界的未来领袖。只有这样才能带动这样一种文化的延续，因为人性和创意是我们革新的基本。"
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