第一封：
主题: Stormy weather. A good time to sell umbrellas.主题：暴风骤雨之际，雨伞销售良机
I am standing at my computer to write this note. I have recently learned that, as well as improving your posture, you use up to twice as many calories standing as you do sitting.
我正站在自己的电脑前向各位写这封邮件。我最近听说，在加强自己站姿的同时，站立写作比坐下来写作还会消耗你两倍的能量。
Every little helps. A theme I will return to.
聚沙成塔。现在与大家分享这一主题。
I am looking up 6th Avenue, on a city that has seen the Dow drop 700+ points one day, go up 450+ the next, drop 350 yesterday and 150 today.
我站在纽约第6大道眺望，这座城市一天内看到道琼斯狂跌700多点，第2天拉升450多点，昨天与今天又分别跌荡350点与150点。
Two days ago GE had a $3 billion capital infusion from Warren Buffett and the US car industry reported its worst September sales in 15 years, in large measure a result of the credit squeeze. The picture is no brighter on many of the avenues around the globe.
两天前GE获得沃伦 巴菲特30亿美元的巨额注资，同时美国的汽车业报告了15年以来最差的9月份市场表现，很大程度上这些动态是信贷挤兑的结果。此情此景在世界其他任何都市大街上亦相差无几。
A blind optimist could go no further than suggesting that “things are turbulent and likely to remain so for the whole of next year at least.” Since we have “healthy paranoia” as one of our core values, we would not, of course, be so blind. Chicken Little could, understandably, claim that the sky is about to fall on our heads. Because we are “radiators not drains”, we will not be so chicken. Or so little.
一个眼盲的乐观者所做出的最好建议也不过是“整个世界在震荡，此种状态会至少延续至明年全年”。由于我们的核心价值观中具备“健康的偏执狂”症状因子，我们当然不会如此盲瞎。胆小如鼠的小鸡心理会自然地高呼：天要坍塌下来了。因为我们是“散热器”而非简单“排水沟”，所以我们不会那样胆怯害怕。或许我们有些担忧而已。
We all have to face up to this reality, not ignore it. And certainly not back away from it.
我们大家都需要直面现实，而非置若罔闻，更不能望而却步。
We can continue to grow in this environment.
在这样的环境中，我们是能够继续增长的。
I know this because we have done it before, and I think our competitive position is stronger now that has ever been. We are doing the best work in the world, and we have the highest new business conversion ratios of any network.
我这样讲是，因为我们之前经历过这样的事件，我们的竞争优势比任何时候更强劲。我们在全世界提供最好的作品，同时具有业内最高的新业务开拓成功率。
We need, as I said in Shanghai, to prepare better, to play harder, and to want it more.
我们需要，如同我在上海讲到的，精心准备，全力工作，同时更具进取精神。
1. Prepare Better精心准备
a. Any activity, any resource, any energy, any talent that is not going to directly improve the value we add to our clients (i.e. that they will end up paying us for) should be redirected to something that will, or saved.
任何不能直接有助于我们提高客户服务附加值的工作、资源、能量、人才等都应该被迅速调整。
b. Attack your variable costs. Is that trip necessary? Do all those people need to go? Do we need to upgrade those phones and computers now? What purposes do those magazines that nobody reads, or that are available free online, serve? Does anybody actually notice the flowers? Make sure you are really selective about the work you enter for awards, and the shows you enter it in. Gunn and Big One points matter to us, not the rest. Make sure you enter them on time to save late entry fees (believe it or not these probably run to a million dollars worldwide). You know the kind of stuff.
查实可变成本支出。是否此次旅行是必要的？这些人员都需要出差吗？我们需要现在升级那些电话与电脑吗？那些没人阅读的或其内容可以在互联网上免费获得的杂志还有必要继续订阅吗？是否会有人注意到那些布置的鲜花？一定要对你要参加评选的作品、及准备参加的展览进行遴选。Gunn与Big One 大赛对我们有意义，其余的可忽略不计。确保你参选大赛的作品按时交稿以节省延迟交稿费用支出（不论你是否相信，延迟交稿可能会全球产生100万美元的损失）。你们都了解这些的。
Each one sounds trivial on its own. Add them up, and before you know it you have saved hundreds of thousands of dollars. You may consider involving the people in your company in identifying these opportunities. They often have a very good eye for it. Attack now. This week. Don't wait.
如果每个人都非常在意这些细微之处，集少成多，你会忽然发现你已经节省了成千上万美元的费用支出。也可考虑在加强公司节流方面组织更多的员工参与，他们往往明察秋毫。现在就开始这方面的工作，本周就启动，不要无谓等候而错失良机。
c. Look at your talent base including freelancers. We aim to secure an unfair share of the limited pool of exceptional talent, and we do. But we all know that not all of our talent is exceptional, and not all of it, even if it once was, is delivering exceptional work these days. Is there alternative talent that could do better work for less money? Or the same for less?
查实包括兼职在内的员工队伍。我们的目标是确保留拥有最为优秀的人才，他们需要占应有的比例、同时不断更新。但我们都知道，不是我们所有人才都是最为优秀的，即使曾经是，这些员工今天可能并未表现优异。是否有候补人才梯队，他们工作更为优异同时工资更低？抑或同样优异的工作技能工资却更低？
d. Put your plan together for 2009 assuming the worst case (then we will play for the best), and size your cost base for profit growth accordingly. In the retainer based agencies, be realistic about your client revenues, and build your plan without new business. We can add the resources to serve the new business as the revenue grows (and we will make sure it does). In the project based businesses, assume no more new business than you have been able to generate in the last couple of years.
在制定2009年计划时，假设最坏的状况（可能我们会发挥得最好），之后根据估算的成本费用额度而相应制定利润增长额度。对于以长期合作客户（Retainer）为主的公司，此客户的收入预期需要更加现实，订立业务计划时不要考虑新业务。当客户收入增加时，我们可以增加更多的资源投入来服务新生业务（我们需要确定能够获取到新业务）。对于以项目（Project）为主的业务，假设在你过去数年完成的业务额之外不再产生新业务。
2. Play Harder全力工作
a. Now is the time to really love your clients. They are going to be under enormous pressure. If we help them they will never forget it. If we don’t they will never forgive it. Don’t just keep trying to do what we had planned. In most cases there will need to be course corrections. Value may become a bigger component of their messaging for example. They may need to divert resources into direct sales driving activities and away from brand building. Be proactive. Take them ideas and solutions for what they need to do, rather than what we might want to do. It’s the right thing to do.
现在确实是我们需要真切关爱我们客户的时机了。他们将承受巨大的压力。如我们此刻伸出援助之手，他们永不会忘记的。如我们知难不救，他们也永不会原谅的。不要仅全力去做我们原定计划的工作。多数情况下，我们需要根据实际情况适时调整的。例如，价值会成为创意中沟通信息的主要部分。客户可能会调整对品牌提升的宣传，而加大对直接拉动销售市场活动的投入。我们需要更积极主动些。挖掘更好的想法与解决方案展示与客户，支持到他们的目标，而并非展示我们想做的。自客户角度出发的这些工作才是正确的工作。
b. Push hard for share. This is true on existing clients, where you can earn a greater share of their current spend by winning assignments, expanding the services we provide for them, or creating new opportunities. You can create cost efficiencies (and, I’d like to believe, quality improvements) for them by doing more of their work, and revenue and profit growth for us. Look for opportunities to do this and make sure it isn’t done to you. Put plans together account by account, and review progress against them monthly.
全力争取更多业务份额。这样的策略对现有客户也是可行的。依靠赢取更多的任务提高我们在其整体费用支出中的更大比率，增加我们的服务，或提供新的产品业务。我们可以通过承担客户更多的工作，提高费用支出效率（而且，我更相信高质量的服务提升），进而达到我们自身收入与利润增长的目标。我们要更多地找寻这些业务机会，而非自身产生更高的费用支出。逐一审阅每个客户与项目情况，籍此制订业务计划、并每月定期根据制定的计划进行对比检查。
c. Capture the spend. Look through your accounts payable at all the passed through services we buy on behalf of our clients (production, editing, research, modeling, etc etc). I guarantee there will be opportunities to direct that activity, with no negative impact on our clients, to BBDO owned, or other Omnicom, companies. This is no time for preserving the status quo because it is more convenient or because we have established relationships with other vendors. Every dollar helps, and, even if you don’t benefit directly, you will indirectly, because it will relieve the total burden by a dollar.
压缩支出。全面检查过往我们代表客户进行购买的相关服务的应付费用（如制作，编辑，市场调查，广告模特雇用等）。我相信其中一定有机会，在不影响客户质量的前提下，我们可以将一些服务转至BBDO直属、或其他宏盟集团下属的公司。不要因为我们自己的便利、或我们已经与其他供应商建立了合作关系，而保留现在的状况，现在是时不我待。每一美元都是有帮助的，即使你不能直接获益，你也会间接获益，因为这样整体的负担会减少一美元。
d. Use the network. Every agency spends money on freelancers, in all sorts of areas (creative, production, web production etc etc). At the same time, many of our agencies at any particular moment will have spare capacity. Instead of just “bringing in” freelancers you know, give the network you know a thought. Call another office and see if you can buy the freelance help you need from them. You will save money and they will earn it. That works. This is a time to reduce external costs and build revenue and profits, not empires.
利用我们的公司服务网络。我们每一间公司在不同的工作上（创意、制作、网站制作等）因雇佣兼职人员而支出费用。同一时间，在某特定的时期，我们很多姐妹公司却有着剩余的工作潜力。不要简单地“引进”一个你熟悉的兼职，而应该想到我们公司的服务网络。打电话与另一家姐妹公司，看看是否可以将原来自兼职处购买的服务由此家姐妹公司提供。我们节省了费用，同时我们的姐妹公司获得了利润。这样做是有效的。现在我们需要减少外部费用支出、建立内部收入与利润机制，而不是一个个各行其是的独立王国。
e. Play on a shorter horizon. The year is made up of four quarters. Each quarter is made up of three months. Each month of four and a half weeks. Each week of Seven days. However you used to look at things, bring it in at least one level. I have historically looked at revenues every month and the rest every quarter. I have now asked the finance guys to update me on progress every month, for every office, on revenues, payroll, freelance costs, travel and entertaining, and other general expenses, straight from Hyperion: latest month vs. previous month, and vs. same month last year. I’d love to supplement this with updates on your “capture the spend” progress month by month as well. Ask your CFO to pass it on to be consolidated in the monthly progress report.
着眼于短期。每年由4个季节组成。每个季节有3个月。每个月有4个半星期。每星期又有7天。不管之前你如何看待事情，现在需要至少提高一个层级了。我历史上都是每月查阅收入情况、每季度查阅其他业务状况。现在我要求我们的财务部门每个月向我通报每月的进展，每间办公室情况，收入、薪资、兼职费用、差旅及娱乐、和其他基本费用情况，包括本月与上个月、与上年同期的对比等。我也很乐意每个月查阅各间公司压缩成本方面的工作进展。可要求我们的CFO在每月的工作财务报告中将此方面信息一并整合进来。
3. Want it more更具进取精神
Win business at the expense of our competitors. Remember, even our biggest operations have, by the standards of most categories, relatively small shares. Our success depends far more on our ability to grow share than it does on whether the market tide is coming in or out. These are the periods when agencies actually go out of business (remember Bates and D’arcy? Both disappeared in the last downturn).
赢取新业务意味着我们竞争对手的费用支出。我们需要牢记，虽然我们具有最大的运营规模，但依照最多服务领域来评定的标准，我们的市场份额相对较小。我们的成功更多依靠我们提高份额的能力、而并非市场发展的总体潮流是否到来或离去。现在实际上是一些广告公司被市场淘汰而黯然出局的时期（大家记得的Bates及D’arcy广告公司在上次经济衰退时期悲剧性地消亡掉了）。
Look closely at the weak and the merging, those that will be focused on themselves not their clients, and go after their business mercilessly. These are the periods when client anxiety and pressure lead to more business shaking loose. Pitch to win.
我们需要密切关注那些弱小及其他图谋合并的广告公司，这些公司现在关注于自身、而非他们的客户，我们对赢取他们要毫不留情。现在是因客户焦急与压力而产生很多合作关系松懈、业务动荡的时期。一定要积极竞标、志在必得！
Some of our agencies are running at new business conversion rates higher than 80 pct. It is doable. Go back to clients whose business you pitched for in the last couple of years and didn’t win. Chances are that they won’t be totally happy with what they are doing now. Go to clients who fired you in the last few years. The devil you know……..
我们一些公司新业务竞标的成功率高于80%，说明这一目标是可行的。现在可以去找回那些过去几年我们竞标过、却未能赢取的客户。他们不会对他们当下合作的广告公司百分百地满意，对我们就意味着机会。我们可以去找回过往几年与我们中断合作的客户。所有这些曾经是魔鬼的客户，今天对我们可能都是机会。
b. Go after exceptional talent. Steal people who will bring you great work and business fast. These are the periods when they shake loose too.
去找寻最为优秀的人才。去猎取那些能够快速带来优秀作品及业务商机的人才。现在也是这些人才较为动荡的时期。
c. Focus on The Work, The Work, The Work. The other guys wont. Great work builds our reputation and our business. And don’t go dark. Keep your heads up, merchandise our work and build our profile everywhere. This is a period when we can capture not just market share, but mind share, and that tends to lead to market share.
全力关注我们的作品，优秀的作品、还是优秀的作品！其他竞争对手不会这样做的。优秀的作品提升我们的声誉及我们的业务。同时不要悲观消沉。高昂起我们的头，自豪地宣讲我们的作品，随时随地提升我们的公司形象。现在这一特别时期，我们不仅可以获取到市场份额，同时还有智力份额，及能够为我们带来市场份额的各种宝贵资源。
These are going to be tough times. Nobody knows how tough or for how long. And frankly, it doesn’t matter. We know what to do. To plan conservatively and play aggressively. We know how to put our own houses in order, and how to raid those of our competitors, to grow our businesses profitably.
艰难的时代将会到来！没有人知道会有多艰难、或多漫长。但直观来看，这并不重要。我们知道如何去应对。我们需要审慎地制订计划，全力以赴地开展工作。我们知道如何审时度势、保持秩序井然，了解如何去攻击、赢取竞争对手，我们对如何实现赢利性增长了然于胸！
Anybody can run a business when times are easy. Only the best can lead when times are tough.
任何人都能够在美好时光里获得成功。但只有最优秀的人才能够在艰难岁月中引领方向、脱颖而出！
Let’s show the world how good we really are.
请各位同仁与我并肩，共同向全世界昭示我们是如何地伟大！
Andrew（BBDO全球CEO Andrew Robertson）
第二封：
主题：亚洲经济将重新定义世界经济秩序，我们重新定义BBDO
Dear XXX致CEO们，
The world is going through unprecedented turmoil. Until now we have been relatively isolated from the dramatic slowdown in America and Europe, but in the last few weeks, the notion of the decoupling of the Asian economies from the rest of the world has been challenged. There is clear evidence of increasing client nervousness which will make our operating environment tougher in 2009.
现在整个世界都在经历前所未有的动荡。迄今我们似乎与北美及欧洲的巨大衰退相对遥远，但过去几周与世界经济绝缘的亚洲经济也开始面临挑战。已有清晰的表征，愈来愈多的客户开始紧张，这会使我们2009年的经营环境变得艰难。
And of course we have to deal with the loss of Visa. Whilst we can legitimately regard this as being undeserved, based on our performance, we have to face up to its consequences, pick ourselves up and move on, recognising that we have won well as BBDO Worldwide over the last few years, and will in the future.
当然我们需要应对失去Visa这一客户的损失。一方面我们可以安慰自己，这一客户的失去并非我们的工作表现所致，另一方面我们需要勇于承担起责任，发动自己，继续前行，以BBDO全球过往数年的优异表现、及未来也会一如既往乘风破浪的信心鼓舞自己。
Therefore, as we enter into the 2009 planning cycle, I want to highlight some focus points that are essential if we are to weather this storm and continue to build momentum across the region.
因此，当我们进入2009年的工作计划阶段，我想强调几点，我认为这几点对于我们经受风雨、持续我们在亚太区的发展势头至关重要。
An over riding point is don't hide behind tougher economic times. We do not need to preface every country review with dire economic forecasts. We need a forward looking plan to deal with the issues.
最重要的是，在经济困难时期不能逃避躲藏。我们不需要以悲惨世界作为每个国家业务回顾的开篇。我们需要更具向前看的方案全力应对。
So looking forward所以，向前看的策略要点包括
1.Business Development关于业务开拓
Focus on the core.专注于最核心的。
In a downturn we must first focus on existing clients. Love them. If you love them now they will love you back – certainly in the future. Many of our clients will come under huge pressure – financial companies, airlines, cars will be hit harder than lower cost discretionary items. Our best hope of protecting and growing revenues is strengthening and deepening core relationships.
在经济下滑阶段，我们必须专注于现有的客户。爱他们。如你现在爱他们，他们会回报你的爱，当然是在未来。我们的很多客户会面临巨大压力，金融公司、航空公司、汽车公司会比低成本的公司受到更大打击。我们保持并增加收入的最好期望是加强并加深最核心的客户关系。
Of course new business will remain important. But we need to be even more focused than ever. Competition will be more intense for new business. We need to be more selective. Conversion is the key criteria when our talent base is stretched. Don’t chase pitches for the sake of it. Chase the ones which are substantial, and where we have a real chance of success because of prior relationships, network strength or specific expertise.
当然新业务同样重要。但我们需要比以往任何时期都要专注。新业务机会的竞争会更加惨烈。我们需要更加审慎筛选。捕捉与转化商机是衡量我们人才技能扩展的主要指标。不要为了竞标而竞标。要追寻那些具实质意义的、基于我们之前的合作关系、发挥我们服务网络优势及特别技能、我们具有很好胜算的竞标机会。 In a downturn the need for proven ROI becomes even greater. Digital and CRM business is often a source of upside as it is immediate and measurable. We have made progress with Proximity across the region – it is probably the single biggest opportunity to deepen relationships with existing clients.
在衰退时，我们对良好的投资回报率更加渴望。互动（Digital）与客户关系管理（CRM）业务经常在收入来源方面具有颠覆作用，因为它们带来的效果即时并可衡量。Proximity在整个亚太区取得进步，它可能是与现有客户加深合作关系最大单一机会。
Remember what Andrew said in Shanghai. Ours is a business where share matters more than market conditions. Winning new business from other agencies and deepening our penetration of existing ones.
大家铭记下Andrew（BBDO全球CEO）在08年5月上海BBDO全球年会上的讲话。在我们的业务领域，取得的市场份额比处于市场的位置更重要。我们要自其他广告公司手中赢取新客户、同时加深我们对于现有客户的服务渗透！
I'd like to see highlights of your business development plans for key accounts, and new business.我非常愿意看到你们关于主要客户及新业务的拓展计划。
2. Talent.关于人才管理
Each office will be different, but across the region, we will need to reduce headcount. The key is to actively manage this – and not allow it to manage you.
关于人才管理，我们亚太区的每家办公室情况各异，但总体上我们需要减少人员编制。重要的是主动管理这一任务，而非让这一任务反过来管理你。
Focus on your core talent. You need to create a list of your “Oh No” talent – those people who, if they resigned, would generate precisely that reaction. The absolute "must keeps". You need to surround this talent – make them feel loved and central to the future success of the agency. These people account never account for more than 20% of the whole agency.
专注于公司核心的人才骨干。你需要制定出“啊，不”的人才名单，这些人才的离职会带来业务冲击。他们是“必须挽留”的人才。你需要活跃在这些人才身边，让他们感受到关爱及其对公司将来发展与成功的核心价值。这些宝贵的人才从来占比不超过公司整体人数的20%。
Then there will be a group of people who, in your heart of hearts, you know are not delivering. You need to act on these.然后，还有一些员工，你内心了解他们是未能达标的。你需要就此行动起来。
I don’t believe in hiring freezes. But I do believe that we will need to be actively managing our talent base.
我并不认同招聘冻结的举措。但我更坚信，我们需要更加积极地管理我们的员工人才。
- Compensation costs need to be brought in line with planned revenues (Planned revenues must be robust – there will be no hiring ahead of revenue).
薪资支出需要与收入挂钩（设定的收入目标必须是激进的，如未达成收入目标不能招人）。
- salary increases must be highly targeted and not blanket.
工资增长必须与发展目标紧密挂钩、不可模糊。
- any hiring decision must have a robust business case – and if it is a hire over 50 k USD must be approved by me.
任何招聘进人必须与蓬勃发展的业务有关，任何年薪超过5万美元的招聘必须由我批准。
4. Profile关于公司形象
Three years ago our profile in the region was poor. It has improved immensely and now is a time to act confidently. We are part of the largest, but most importantly, the best advertising network in the world. We have great stories to tell. You are familiar with them from Shanghai 2008, they are available to you on the TotalWork website and we are working harder than ever to make sure that we are sharing regional and global work.
三年前我们在亚太区的形象差强人意。现在情况大有改观，我们可以满怀信心了。我们是世界最大，当更重要的是，我们是世界最好的广告公司。我们的经典故事不胜枚举。在今年上海年会上我们对这些精彩案例耳熟能详，现在在“TotalWork”网站上大家可随时查阅。我们更在努力将亚太区的成功案例名列其中。
Clients want to work with winners. And I am often amazed as I travel the region about how little our clients know about BBDO’s and Proximity’s astonishing performance outside of their markets. Please take the lead in every client meeting to show one of a global reel, the NY TotalWork reel or take them through one of our recent Effectiveness Papers – all of which are available through The Work website or the planning council.
客户希望与胜利者为伍。但当我在我们亚太区走访时，经常会惊讶于我们的客户对BBDO及Proximity骄人表现知之甚少。今后，在每次客户会议上，请主动展示我们全球、纽约TotalWork的优秀作品，或向客户展示我们的“卓越作品实效手册”（Effectiveness Papers）。现在所有这些素材均可通过“TotalWork”网站或联络“策略创意理事会”（planning council）获取。
5. Commercial Performance关于公司业绩
Within Omnicom we talk constantly about the importance “The Value Profit Chain” – or in my preferred words People + Product = Profit.
在宏盟集团内部，我们通常讲述的是“价值利润链”的重要性，或者以我的诠释：“人才+产品=利润”。
This simple formula will always be the driver of agency’s commercial success. However there are still areas where we need to dramatically tighten our agency’s financial performance.
这个简单的方程式将一直成为公司取得商业成功的驱动力。但是，仍然有其他很多方面我们需要严格公司的运营管理。
First our negotiation skills. This note is not about detailed negotiation strategy– but I strongly believe that our financial directors must be helping shape the commercial strategy with the CEO and leading tough negotiations. You are the key backstop of any relationship. The FD has to drive the negotiations and has to improve our deals. Then you have to call it when they have gone too far! If your FD cannot do this then you don’t have the right FD.
首先是我们的谈判沟通技能。这封信函并非详细阐述谈判沟通策略，但我深信，我们的财务总监必须协同CEO一起订立公司运营策略、并担负起艰难谈判的首要职责。你是任何关系的核心基础。财务总监一定要推动所有的商业谈判并改善我们的商业合作收益。另一方面，当公司运营远离轨道时，你一定要及时叫停。如果你的财务总监做不到这点，你的财务总监是不称职的。
But no negotiation can be conducted without proper information. It is critical that you have a profitability analysis on all accounts. It is inexcusable not to know where our time and resource is being deployed. And as negotiations become tougher – which they will - it will be fundamental to our defence. You have started implementing account plans – they need to be constantly reviewed and implemented. If you have the profitability analysis and the account plan it is a reasonable objective to grow your core clients.
但任何谈判都需要适合的信息。你掌握所有客户的赢利分析状况尤为重要。不了解我们员工的时间与资源分配是不可原谅的。经常情况下，谈判日趋艰难时，这些信息的掌握对我们进行沟通至关重要。如你们已经开始执行客户与项目执行计划，要持续审阅并坚持执行。如你们已有了赢利分析及客户项目执行计划，将做深做大核心客户作为工作目标是符合要旨的。
Secondly we must look at costs. It is true of all businesses that we build in bureaucracy, over engineer process, and create unnecessary cost. Now is the time to tackle it.
其次，我们必须审视我们的成本支出。一种说法认为，所有公司的发展都基于官僚级别、超复杂流程并发生不必要的成本，这种说法是有道理的。现在我们要做的是如何处理这些问题。
Strip out all that is unnecessary. There is rarely a big change that we can make that will alter our cost structure. A lot of small things add up to a big number. My advice is to create a small group who have an absolute mandate to tackle the small costs right across the board. And you know what, involve people at all levels. Some junior people may see stuff we don't.
剥离所有不必要的设置与功能。通常并不存在一项得以改变我们整体成本结构的大的变化，小项目积累成大金额，聚少成多。我的建议是，设立一个超所有管理职能的工作小组，他们对管理小额费用项目具有绝对的授权。大家都了解的，这个工作小组需要不同级别的员工参与。一些较低职位的员工有时能看到我们看不到的漏洞。
And finally the financial measures that we look at will remain core to our decision making. It is worth restating them. We target a margin of 20%, a compensation ratio of 55% and income growth to profit conversion of 50%. We need to actively manage the business towards these goals.
最后是财务管理措施，它们是我们决策的核心基石。有必要再次强调它们的重要性。我们的利润率目标是20%，薪资支出比率目标是55%，收入增幅对比利润转换率目标为50%。我们需要积极行动起来，朝着这些业务发展目标努力。
6. The Most Compelling Commercial Content商业内容的最为重要的部分
The joy of the environment that we are facing is that creativity has never been more important. Every dollar spent must work. We must be more passionate than ever about the power of creativity to transform business. And TotalWork has never been more important – because in today’s communications world it is the only work that truly works. As I have repeatedly said, I remain disappointed by our standings in the creative leagues. Every office made a commitment in Shanghai to deliver at least one piece of metal in an international award show. It is vital that commitment is upheld.
我们当下所处环境的乐趣在于创意变得前所未有的重要。客户的每一美元支出必须产生效果。我们必须比以往任何时刻对创意所能转化为业务的能力更加深信不疑。BBDO TotalWork的创意概念比以往任何时刻都更加重要，因为在当今的传播世界中，这一概念是唯一奏效的概念。如我一再强调，我对我们在创意排行榜上的位次很是失望。在今年上海的全球年会上，我们亚太区每间办公室都做出了承诺，保证在某个国际创意大赛上斩获至少一项殊荣。现在，我们期待诺言的实现。
As we review plans these thoughts will be upper most in my mind. But there will be an over riding sentiment. This is Asia’s century. The world is dramatically changing. And although there is a bumpy road ahead Asia will be central to the strategic planning of our global clients in the years ahead. And our Asia clients will emerge as dominant businesses on the world stage. We are a part of the best communications network in the world. Asia will define the business agenda in the next decade. Our job is to define BBDO’s.
当我们审阅我们的下步工作计划时，以上这些想法需要牢记心间。但还有一点小观察。这是个亚洲的世纪。虽然整个世界在发生翻天覆地的变化，虽然我们前进的路途上有些坎坷，但在未来诸多年，我们全球客户在制订全球发展战略时，亚洲依然是宏伟蓝图的核心。同时，我们亚洲的客户也会日益崛起，成为世界舞台的耀眼明珠。我们是世界最优秀的传播公司。我们相信亚洲将在下个十年重新定义世界经济秩序。我们的使命是重新定义BBDO。
Best wishes
Chris
Chris Thomas（Chairman & CEO, Asia）
