一、至暗时刻？ 6月11日，快消巨头玛氏公司宣布其价值17 亿美元，在全球70个市场的广告业务交给阳狮集团，这其中包括M&M's、士力架、宝路等知名品牌。 此前，玛氏公司一直是WPP的大客户。早在今年3月，WPP就丢掉了可口可乐在北美的媒体业务，随后电影公司派拉蒙也结束了与WPP长达20年的合作关 系。 对WPP来说，这不是最坏的消息。2024年底的时候，WPP营收排名第一的宝座被法国竞争对手阳狮集团夺走。 6月8日，WPP首席执行官马克·里德 (Mark Read) 宣布将卸任，里德在WPP集团任职长达30 年，担任CEO也有七年时间。 里德的离职半年前就已经有传闻。今年年初，前英国电信（BT）首席执行官菲利普·詹森（Philip Jansen）出任WPP董事长，当时就已经引发了行业对里德 离职的猜测。据英国《卫报》的报道，"詹森在正式上任董事长几个月前，就开始向公司高管征求意见。同时他也积极从基层征求建议，了解哪些措施有 效，哪些无效。"一位WPP高管说道。"他的很多调查角度都与里德的改革有关。" 很多人认为：里德的离开只是时间问题，他需要为当下WPP的业绩表现负责。 里德离职的消息发布后，WPP集团的股 ...

（原标题：玛氏全球媒介业务重磅更换：阳狮集团接棒，WPP再失一城） 2025年6月，全球快消巨头玛氏（Mars）完成了一次规模空前的媒介代理比稿。阳狮集团成功从WPP手 中接过玛氏在全球70多个市场的媒介代理权，涵盖其媒体、制作、电商、社交付费以及KOL营销等多 项业务。此次变动标志着全球广告代理行业的一次重大洗牌，也是WPP在2025年继可口可乐、派拉蒙 之后失去的第三个大型客户。 阳狮集团将为玛氏组建一支专属团队，命名为"OneMars"，负责品牌全球传播生态的重塑与整合。与此 同时，玛氏还将其全球品牌公关代理权授予了IPG集团，由其旗下万博宣伟牵头执行。 这场历时近六个月的比稿战役，吸引了阳狮、宏盟以及现任代理WPP等国际广告集团的激烈角逐，最 终以阳狮的胜出告终。据悉，创意代理业务并未纳入此次审议范畴，目前仍由宏盟旗下的BBDO与DDB 团队负责。 从媒体到电商：阳狮全面接管玛氏全球传播触点 玛氏此次委托阳狮集团的代理权覆盖范围极广，涵盖70余个国家和地区的多个关键传播触点。除了传统 的媒体策划与购买，还包括广告制作、电商整合营销、社交媒体投放、以及KOL与内容合作等新兴领 域。 阳狮集团首席执行官A ...

01 6月8日，据Campaign Asia和经济观察报的报道，电通中国媒介业务首席执行官李俊（Tommy Li）因涉 嫌腐败被公司解雇，并在上海被警方拘留。电通官网高管信息中已经撤下了李俊相关介绍。随着事件持 续发酵，调查已扩大至包括前群邑高管、前蔚迈首席客户官林禕（Julep Lin）在内的多名业内资深人 士。 一位接近案件的行业法律专家向经济观察报透露，本次被调查的核心问题在于"虚高回扣"、"返佣侵 占"和"暗箱操作"：个别高管通过操控媒体折扣率、抬高刊例价格，与合作媒体达成"虚返实拿"协议， 并借由中间公司隐匿资金流向，最后截留至个人账户。 这应该是2025年广告业反腐的第一案，此次的调查被认为是2023年广告业8.2亿贪腐案的延续。 今年1月17日，上海市人民检察院检察长陈勇，专门将"某全球知名广告公司高管收受商业贿赂8.2亿 元"写进了给市人大的工作报告。 虽未直接点名，但业内人一看就知道指的是2023年10月引爆广告圈的群邑中国高管集体受贿案。 2024年12月上海中级人民法院庭审落槌，截至2025年6月，案件判决结果尚未正式公布。 02 广告业的贪腐为什么屡禁不止？ 历时一年多的侦办后，三名核 ...

作者 戴莉娟 2025年5月28日，WPP全球宣布集团旗下媒介业务正式从群邑（GroupM）焕新为WPP Media，标志着这 一广告巨头正开启下一阶段的深度转型。 在品牌官宣焕新一周之后，WPP Media中国区首席执行官陆铭逸（Rupert McPetrie）在媒体见面会上作 出首次详尽回应："过去两年，中国市场在技术与平台层面上的演进，远超此前十年累积的总和。我们 现在需要的不仅是跟随趋势，而是能真正预见并引领未来的平台能力。" 他指出，此次品牌重塑不仅仅是"改个名字"，而是WPP Media围绕"一体化协作、平台化技术、人才进 化、创新驱动"展开的全局性系统变革，是面向未来五年Vision30战略的核心组成部分。 在官宣焕新后，行业内非常关心WPP Media组织架构是否有调整，对此陆铭逸在接受《现代广告》提问 时表示，"关于组织架构，我们有一个非常清晰的愿景规划。首先，我们要让代理商品牌专注于客户业 务——把更多时间投入客户合作，减少繁复的行政性工作。WPP Media将代理机构的时间和人才解放出 来，使其能更多地服务客户，这对客户而言无疑是有益的。" 新架构之下，一方面由WPP Media统一运营 ...

（原标题：广告业反腐风暴升级：电通媒介CEO李俊被拘，前蔚迈高管林禕被捕） 据《Campaign Asia》独家报道，电通中国媒介业务首席执行官李俊（Tommy Li）因涉嫌腐败被公司解 雇，并在上海被警方拘留。此次事件震动整个广告传媒圈，也让行业沉疴——媒体回扣腐败——再次暴 露于公众视野。据多方信息显示，案件调查已延伸至多个国际代理机构和上下游合作伙伴，显示出该问 题已从个案蔓延为行业性系统风险。 根据《Campaign Asia》报道，此次事件起于匿名举报，电通内部随即启动了独立合规调查程序。在调 查过程中，未发现有其他员工牵涉其中。电通方面强调，目前尚无客户被卷入，李俊被指控的问题属于 个人行为。然而，随着事件持续发酵，调查已扩大至包括前群邑高管、前蔚迈首席客户官林禕（Julep Lin）在内的多名业内资深人士。 丑闻的曝光不仅揭开了行业"灰色地带"的一角，也让更多历史遗留问题浮出水面。2024年初，群邑中国 进行了人事大调整，原中国区CEO徐俊（Patrick Xu）在任近十年后于2月离职，数位核心高管亦相继辞 职。另有信息表明，群邑投资团队前成员陈元（Chen Yuan）也将在2025年6月24日 ...

Core Insights - Advertising agencies are aggressively acquiring ad tech companies to regain control over first-party data from tech giants like Google and Amazon [2][10] - The trend reflects a strategic shift towards maximizing brand performance through actionable data as retail media continues to grow [3][4] Group 1: Acquisition Trends - Major advertising groups such as IPG, Publicis, WPP, and Omnicom are rapidly acquiring ad tech firms to enhance their data capabilities [2] - IPG acquired Intelligence Node for $100 million to leverage AI for real-time insights across 1,900 retail categories [7] - Publicis announced the acquisition of Lotame, which will provide access to 2.3 billion global data and user identities, enhancing personalized marketing [7] - WPP acquired InfoSum for $150 million to integrate privacy-safe data collaboration technology into its offerings [7] Group 2: Data Sovereignty and Market Dynamics - 49% of CMOs are actively seeking more first-party data, indicating a core trend in the digital marketing ecosystem focused on data sovereignty [4] - The acquisition frenzy mirrors the "data integration war" seen in retail, where companies like Walmart invest in ad tech to compete with Amazon [5] - The strategy involves acquiring identity recognition and advanced targeting technology companies [6] Group 3: Competitive Landscape - The competition is driven by an AI arms race, where CMOs view their own data and tech stack as critical competitive barriers [8] - The acquisitions lead to a form of "data consolidation," increasing industry concentration and limiting advertisers' choices [11] - As advertising groups integrate these data platforms, the flexibility of using third-party data tools diminishes, raising switching costs for advertisers [11] Group 4: Future Strategies for Businesses - Companies are encouraged to strengthen internal data capabilities by building their own Customer Data Platforms (CDPs) to reduce reliance on external models [12][13] - Establishing distributed cooperative networks with independent data tech platforms can help maintain data flexibility and compliance [13]

Core Viewpoint - Paramount Pictures has abruptly ended its 20-year partnership with WPP's media agency Wavemaker, transferring its global media buying responsibilities to Publicis Groupe, which has raised questions about the motivations behind this sudden change and its implications for the advertising ecosystem [1][2][3]. Group 1: Partnership Termination - The collaboration between Paramount and WPP dates back to 2004, initially involving Mediaedge:cia, which later became Wavemaker after merging with Maxus in 2017 [1][2]. - The decision to switch agencies was unexpected and did not follow the usual competitive bidding process, leaving WPP and even some Paramount executives surprised [2][3]. Group 2: Strategic Reasons - The shift is believed to be part of a broader strategic restructuring, influenced by ongoing merger discussions with Skydance Media, which has received regulatory approvals but still awaits clearance from the FCC [3]. - Paramount is also facing political pressures related to a lawsuit involving CBS News, which has raised compliance concerns among regulatory bodies regarding the merger [3]. Group 3: Advertising Budget Impact - Paramount's annual global advertising budget is estimated at $600 million, covering international advertising for its streaming platform Paramount+ and major film promotions [4]. - The transition to Publicis is seen as a move towards a more global, data-driven, and cost-sensitive advertising strategy, reflecting a significant shift in Paramount's approach to media buying [4]. Group 4: Agency Performance - Internal feedback on WPP's performance has been generally positive, particularly regarding execution and communication efficiency, indicating that the change is not due to WPP's shortcomings [5]. - The decision is characterized as a necessary evolution rather than a failure of the existing agency, highlighting the pressures for change in the current market environment [5]. Group 5: Leadership Influence - Mike Halley, Paramount's global head of sales and partnerships, has been a key figure in this transition, advocating for a more integrated and data-centric approach to media buying [6]. - Halley's leadership has led to a departure from traditional practices, emphasizing the need for media agencies to connect brand strategy with consumer behavior and content marketing [6]. Group 6: Industry Implications - This change signifies a potential shift in future collaboration models within the advertising industry and serves as a warning for agencies like WPP regarding client retention risks [7]. - For Publicis Groupe, this represents a significant opportunity to enhance its influence within the global entertainment sector, marking a critical breakthrough in its positioning [7].