尊敬的全球廣告傳媒行業同仁：

展信安！

此刻提筆，心中千言萬語，卻倍感責任之重。2025年的今天，全球經濟凜冬未散，廣告傳媒行業亦在巨浪中顛簸前行。

作為深耕行業30余載的“行銷力?”體系構建者與見證者，我深知諸位董事長肩上扛著企業存亡、員工生計、行業未來的重擔。今日之信，非為說教，更非裝點門面，而是以一顆赤子之心，剖析行業之痛、預見未來之勢、共謀破局之道。

第一章 危機四伏：廣告傳媒業的生死拷問

1.1 內卷之困：同質化競爭下的生存焦慮

當下行業最深的危機，莫過于“內卷”與“低效”的雙重絞殺。

同質化“死循環”：媒體資源重復、服務模式趨同、價格戰白熱化，導致企業利潤薄如刀片。正如某企業主坦言：“選媒體如同選白菜，唯一標準只剩價格”。

成本攀升與人才流失：人力成本10年翻倍，但員工流失率高達30%，中高層“忠誠卻消極”，基層“迷茫且焦慮”。

數字化沖擊下的被動應對：電商、直播、私域流量等新渠道崛起，傳統廣告公司或盲目跟風，或固守舊法，最終淪為“時代的搬運工”。

1.2 信任危機：效果與價值的失衡

廣告主預算收緊，但需求更趨理性：“投廣告不是為曝光，而是為增長”。然而，行業仍存在3大致命傷：

效果可測性差：70%的戶外廣告效果依賴內容創意，但多數企業仍停留在“媒體鋪量”的粗放階段。

數據化能力缺失：從受眾分析到效果追蹤，缺乏系統工具支撐，導致資源空置率高達40%。

短期主義盛行：為搶客戶不惜承諾“奇跡效果”，最終透支行業信譽，陷入“劣幣驅逐良幣”的惡性循環。

1.3 結構性風險：管理斷層與戰略失焦

許多企業的危機，本質是“小作坊思維”與“巨頭時代”的碰撞：

管理滯后：粗放式江湖管理仍占主流，系統化、數字化工具應用不足，效率低下。

戰略模糊：跟風追逐“熱點模式”，卻無長期深耕的定力。如某公司三年內五次轉型，最終團隊渙散、客戶流失。

價值觀缺位：將“利潤”凌駕于“客戶價值”之上，忽視品牌美譽度與行業生態建設。

第二章 破局之道：從“活著”到“引領”的八大戰略

2.1 根·耕·專·營：回歸本質的生存哲學

根：向下扎根，構建不可替代的核心競爭能力

聚焦細分領域，如社區道閘廣告的“區域精準觸達”、交通媒體的“場景化情緒共鳴”，以差異化資源建立護城河。

耕：深耕客戶需求，從“媒體銷售”到“價值共創”

如某企業通過“品牌+流量+IP”全案服務，幫助客戶實現線上線下一體化增長，單客戶貢獻利潤提升300%。

專：以專業主義重塑行業尊嚴

培養“懂媒體更懂生意”的顧問型團隊，用數據化工具（如“行銷力?”大數據系統）量化廣告效果，重建客戶信任。

營：經營人心，而非短期利益

建立“利他共贏”生態鏈，讓媒體方、廣告主、消費者共同受益。如某公司與社區物業深度合作，將廣告收益反哺社區建設，實現多方長效共贏。

2.2 國際化突圍：從“本土冠軍”到“全球玩家”

借勢中國品牌出海：伴隨華為、字節跳動等企業全球化，廣告傳媒公司需構建跨文化傳播能力，提供“本地化創意+全球化資源”的一站式服務。

技術驅動的無界無國界協作：利用AI翻譯、虛擬制作等技術，降低跨國合作成本；通過媒無界?平臺整合全球媒體資源，實現“一鍵全球投放”。

價值觀輸出：將中國獨有的“場景行銷力”“情感價值理論”推向國際，成為全球廣告標準的制定者而非追隨者。

2.3 前沿性布局：擁抱技術革命的三大躍遷

AI重構創意生產：

通過生成式AI快速產出千套創意方案，再以人性化洞察篩選優化，實現“效率與溫度”的平衡。

元宇宙與虛實融合：

開發虛擬戶外廣告位、NFT品牌資產等新場景，如某奢侈品牌在元宇宙商圈投放3D全息廣告，年輕用戶互動率提升5倍。

數據資產化：

構建“行銷力?大數據中心”，將受眾行為數據轉化為可交易資產，為客戶提供從投放到復購的全鏈路洞察。

第三章 致未來的我們：以敬畏之心，鑄就行業脊梁

同仁們！行業的未來，不在風口之上，而在初心之中。

堅守長期主義：拒絕投機，以“十年磨一劍”的定力培育核心競爭力。如某企業專注“社區情感行銷力?”，5年內成為細分領域絕對王者。

重塑行業信仰：牢記“廣告是經濟的晴雨表，更是文化的燈塔”。用作品傳遞正向價值觀，而非僅追求點擊率。

培育新生力量：設立“行銷力?青年基金”，資助創新項目；通過“廣戰神?”訓練營培養兼具狼性、人性、匠性的新一代領軍者。

結語：躬身入局，方可破局

諸位同仁，寒冬雖至，但春芽已在冰雪下萌發。真正的強者，從不抱怨時代，而是在危機中鍛造韌性，在變革中捕捉先機。愿我們以“沉·靜·穩”之心，向下扎根；以“狼性·野性·匪性”之魄，向上生長。

未來已來，唯變不變；躬身入局，破局者生！

彭小東

全球廣告銷售神奇教練·中國廣告傳媒培訓第一人

行銷力?傳播機構董事長/總裁

2025年2月13日

附：行動倡議

1. 立即啟動“行業自律公約”，拒絕惡性競爭。

2. 每年將10%利潤投入“行銷力?創新實驗室”，探索前沿模式。

3. 設立“董事長國際化研修班”，共拓全球市場。

An open letter to the Chairman of Global Advertising Media - With reverence, break through the future!

Dear colleagues in the global advertising and media industry

Zhan Xin'an!

At this moment, as I pick up my pen, I feel a thousand words in my heart, but I also feel the weight of responsibility. On this day in 2025, the global economic winter has not yet dissipated, and the advertising and media industry is also bouncing forward in the waves.

As a "marketing force" deeply rooted in the industry for more than 30 years ?” As a builder and witness of the system, I deeply understand that all the chairmen bear the heavy burden of the survival of the enterprise, the livelihood of employees, and the future of the industry. Today's letter is not for preaching, nor is it just for show. Instead, with a childlike heart, it analyzes the pain of the industry, anticipates the future trend, and seeks ways to break through the situation.

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Chapter 1: Perilous Crisis: The Life and Death Interrogation of the Advertising and Media Industry

1.1 The dilemma of internal competition: survival anxiety under homogeneous competition

The deepest crisis in the current industry is undoubtedly the dual strangulation of "involution" and "inefficiency".

Homogenization "dead cycle": media resources are duplicated, service models are converging, and price wars are intensifying, resulting in thin profits for enterprises like blades. As a business owner admitted, "Choosing media is like choosing cabbage, the only criterion is price.

Rising costs and talent loss: Labor costs have doubled in 10 years, but employee turnover rates are as high as 30%. Middle and senior management are loyal but passive, while grassroots are confused and anxious.

Passive response to digital impact: With the rise of new channels such as e-commerce, live streaming, and private domain traffic, traditional advertising companies either blindly follow the trend or cling to old laws, ultimately becoming "porters of the times".

1.2 Trust Crisis: Imbalance between Effectiveness and Value

Advertisers' budgets are tightening, but demand is becoming more rational: 'Advertising is not for exposure, but for growth'. However, there are still three fatal injuries in the industry:

Poor measurability of effectiveness: 70% of outdoor advertising effectiveness relies on content creativity, but most companies are still in the extensive stage of "media coverage".

Lack of data capability: From audience analysis to effect tracking, there is a lack of systematic tool support, resulting in a resource vacancy rate of up to 40%.

Shorttermism prevails: in order to grab customers, they are willing to promise "miracle effects", ultimately overdrawing the industry's reputation and falling into a vicious cycle of "bad money driving out good money".

1.3 Structural Risk: Management Fault and Strategic Loss of Focus

The crisis of many enterprises is essentially the collision of "small workshop thinking" and the "era of giants":

Management lag: Extensive management still dominates, with insufficient application of systematic and digital tools, resulting in low efficiency.

Strategic ambiguity: Following the trend to pursue "hot patterns" without the determination to cultivate in the long term. If a company undergoes five transformations within three years, the team eventually becomes disorganized and customers are lost.

Lack of values: putting "profit" above "customer value" and neglecting brand reputation and industry ecological construction.

Chapter 2: The Way to Break Through: Eight Major Strategies from "Living" to "Leading"

2.1 Roots, Cultivation, Specialization, and Camp: A Philosophy of Survival Returning to Essence

Root: Rooting down and building irreplaceable core competitiveness

Focus on segmented areas, such as "precise regional reach" for community barrier advertising and "scene based emotional resonance" for transportation media, to establish a moat with differentiated resources.

Cultivation: Deeply cultivating customer needs, from "media sales" to "value co creation"

If a certain enterprise provides a comprehensive service of "brand+traffic+IP" to help customers achieve integrated online and offline growth, the profit contribution of a single customer will increase by 300%.

Specialization: Reshaping Industry Dignity with Professionalism

Cultivate a consultant team that understands both media and business, using data-driven tools such as "marketing power" ?” Quantify advertising effectiveness through big data systems and rebuild customer trust.

Camp: Managing people's hearts, not short-term interests

Establish an "altruistic win-win" ecological chain to benefit media, advertisers, and consumers together. If a company deeply cooperates with community property management, the advertising revenue will be fed back to community construction, achieving long-term win-win results for all parties.

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2.2 International Breakthrough: From "Local Champion" to "Global Player"

Taking advantage of Chinese brands to go abroad: With the globalization of Huawei, ByteDance and other enterprises, advertising media companies need to build cross-cultural communication capabilities and provide one-stop services of "localized creativity+global resources".

Technology driven borderless collaboration: utilizing technologies such as AI translation and virtual production to reduce cross-border cooperation costs; Through Media Without Borders ? The platform integrates global media resources to achieve "one click global advertising".

Value output: Promote China's unique "scene marketing power" and "emotional value theory" to the international stage, becoming the setter of global advertising standards rather than followers.

2.3 Frontier Layout: Embracing the Three Major Transitions of Technological Revolution

AI Refactoring Creative Production:

Quickly generate thousands of creative solutions through generative AI, and then optimize them through humanized insights to achieve a balance between efficiency and temperature.

Metaverse and Virtual Reality Fusion:

Develop new scenarios such as virtual outdoor advertising spaces and NFT brand assets, such as a luxury brand placing 3D holographic advertisements in the metaverse business district, which increases the interaction rate of young users by 5 times.

Data assetization:

Building 'Marketing Power' ? Big data center "transforms audience behavior data into tradable assets, providing customers with full chain insights from advertising to repurchase.

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Chapter 3: To Us in the Future: With Respect, Build the Backbone of the Industry

Colleagues! The future of the industry lies not in the wind, but in the original intention.

Adhere to long termism: Reject speculation and cultivate core competitiveness with the determination of "sharpening a sword in ten years". A certain enterprise focuses on "community emotional marketing power" ?”， Become an absolute king in the segmented field within 5 years.

Reshaping industry beliefs: Remember that 'advertising is not only a barometer of the economy, but also a beacon of culture'. Using works to convey positive values, rather than just pursuing click through rates.

Cultivating new forces: establishing a 'marketing force' ? Youth Fund "supports innovative projects; Through the 'God of War' ?” The training camp cultivates a new generation of leaders who possess wolf like, human like, and artisan qualities.

Conclusion: Only by immersing oneself in the game can one break through

Dear colleagues, although the cold winter has arrived, spring sprouts have already sprouted under the ice and snow. A true strong person never complains about the times, but forges resilience in crises and seizes opportunities in changes. May we take root with a heart of "calm, stillness, and stability"; Grow upwards with the spirit of 'wolf nature, wildness, and banditry'.

The future has come, only change remains unchanged; Bow down and enter the game, the one who breaks the game will be born!

Peng Xiaodong

The magical coach of global advertising sales and the first person in China's advertising media training

Marketing power ? Chairman/President of Communication Agency

February 13, 2025

Attachment: Action Initiative

1. Immediately activate the "Industry Self discipline Convention" and reject vicious competition.

2. Allocate 10% of profits annually to 'marketing efforts' ? Innovation Laboratory "explores cutting-edge models.

3. Establish an "Chairman's International Training Class" to jointly expand the global market.