台灣媒體代理商的數位服務轉型策略與實踐 - 以A公司為例

Abstract

台灣的媒體代理商產業自90年代末開始脫離廣告公司的媒體部門，成為獨立專營媒體企劃與採購的代理商於今已接近30個年頭，但近年來越來越要求「整合」，並受到全球「透明化」與「去中心化」風潮影響的行銷傳播產業，開始思辯媒體代理商的下一步，究竟是否該與廣告與公關代理商重新合併營運，還是在廣告主自營媒體中心的風潮下，成為廣告主下一步即將整合的對象。 然而，數據時代下，媒體觀眾對於資料保護的意識抬頭，Google Chrome瀏覽器即將於2024年禁止使用第三方cookies而帶動起的「Cookieless變革」，也讓全球數位廣告產業受到了廣告精準度下滑、私域流量需長期累積與廣告歸因難以追蹤的三大巨大挑戰，而導致廣告主對媒體代理商專業能力的期待，已邁向史上新高。 A公司作為台灣第一大行銷傳播集團 - D集團中最為歷史悠久的媒體代理商品牌，同時也長年位居台灣媒體代理商的領導品牌，面對瞬息萬變的環境與客戶分眾且多元的媒體需求，同時在2019年面對連續三年的利潤率衰退中，如何透過數位服務的轉型與實踐並創造新的高峰，是本研究探討的核心。 本研究將數位轉型透過「培養斜槓人才」、「型塑混合文化」、「發展變種服務」與「導入行銷科技」四個面向作分析，並探討如何將這四個面向的政策，整合成A公司全體員工都能參與的團體活動「成長遊戲」，以利後續的目標連結與績效管理。期能以 A 公司的成功關鍵以作為其他行銷傳播產業公司經營借鏡。

Since the late 1990s, Taiwan''s media agency industry has evolved from the media departments of advertising companies to independent agencies specializing in media planning and procurement. With nearly three decades of independence, the industry is facing increasing demands for ''integration'' in recent years. Influenced by the global trends of ''transparency'' and ''decentralization'' in the marketing communication industry, the sector contemplates its next move. Should media agencies consider a reintegration with advertising and public relations agencies, or position themselves as the next integration target under the trend of advertisers establishing in-house media centers? However, in the era of data, heightened awareness of data protection among media audiences, coupled with the impending ''Cookieless Revolution'' triggered by Google Chrome''s ban on third-party cookies in 2024, poses significant challenges for the global digital advertising industry. Challenges include a decline in advertising precision, the need for long-term accumulation of first-party data, and difficulties in tracking ad attribution. This has led to unprecedented expectations from advertisers regarding the professional capabilities of media agencies. As the leading media agency within Taiwan''s leading marketing communication group - D Group, Company A has consistently held a leadership position among Taiwanese media agencies. Faced with the rapidly changing environment and the diverse media needs of segmented clients, Company A, also grappling with three consecutive years of declining profit margins, seeks to explore the core of its research: how to navigate digital service transformation and practice to create new peaks. This study analyzes digital transformation through four dimensions: ''cultivating interdisciplinary talents,'' ''shaping a hybrid culture,'' ''developing innovative services,'' and ''implementing marketing technology.'' It explores how to integrate policies from these dimensions into a collective activity termed ''Growth Game,'' involving all employees of Company A. This facilitates subsequent goal alignment and performance management, aspiring to use the success keys of Company A as a reference for operational insights for other companies in the marketing communication industry.