• WedgeBuild a global brand platform that unifies fragmented market AORs — EVA is missing a 'why fly EVA' story tying Hello Kitty whimsy + Royal Laurel premium + Taiwanese hospitality into one architecture.
• WhyNo single global AOR — fragmented market-by-market model. Suggests no central brand-governance partner.
• WhoSun Chia-ming (孫嘉明) · President — final approver on marketing strategy & agency selection

1. W1Build a global brand platform that unifies fragmented market AORs — EVA is missing a 'why fly EVA' story tying Hello Kitty whimsy + Royal Laurel premium + Taiwanese hospitality into one architecture.
2. W2Premium cabin storytelling vs StarLux — EVA's Royal Laurel narrative is weak vs StarLux's boutique-luxury brand. Need premium-traveler emotional positioning, not seat-spec marketing.
3. W3Hello Kitty Jet program is under-monetized as brand IP — could be activation engine across markets (retail collabs, content, NFTs, themed lounges) not just paint + meal trays.
4. W4Loyalty (Infinity MileageLands) needs CRM/lifecycle rethink — currently transactional miles-promo model, no membership-tier emotional storytelling.
5. W5Greater China + SE Asia growth markets need consistent brand voice that current city-by-city agency network can't deliver.
6. W6ESG / sustainability narrative absent vs Singapore Airlines, ANA — Evergreen Group has the assets for a story here.

• No single global AOR — fragmented market-by-market model. Suggests no central brand-governance partner.
• Kingdom Digital is AOR Malaysia only (creative + social, since 2017 social, formalized AOR Mar 2023).
• Bright Age (LA-based) historically handled US social/community management.
• David Advertising won the 2012-2013 Taiwan creative pitch beating JWT and United Advertising — incumbent rotation history suggests EVA does formal pitches and is open to challenger shops.
• Marketing function sits under Public Relations Department, not a strategic CMO office — implies execution mindset over brand architecture.
• Sun Chia-ming's 2022 'need to be more agile' framing signals post-COVID openness to new partners.
• StarLux competitive pressure (founded by ex-EVA chairman Chang Kuo-wei) likely forcing brand-positioning rethink.

• Lin Bao-shui (林寶水)Chairman

  since
• Sun Chia-ming (孫嘉明)President / CEO

  since
• Chen Yao-ming (陳耀銘)Public Relations Department (公共關係室)

  since

Product-led + heritage-IP-led (Hello Kitty is the single biggest brand signature globally). Brand storytelling tends to be safety/service/award-driven ('Top 10 Safest Airline', SkyTrax 5-star, Best Premium Economy) rather than emotional or culturally bold. Fragmented agency stack by region (Kingdom Digital MY, Bright Age US historically, David Advertising TW historically). No visible global brand platform tying it all together — opportunity. Marketing reports into PR rather than to a CMO. Conservative Taiwanese-corporate culture (Evergreen Group) — likely risk-averse, relationship-driven procurement.

• Hello Kitty Jet — Sanrio partnership2005-present

• 'Worlds Within Reach' experiential — MalaysiaNov 20-24 2024

• Premium Economy refresh (B787-9 debut to USA)2024-2025

• Daniel Wu (吳彥祖) global brand campaigncirca 2015

• Sun Chia-ming (孫嘉明)President — final approver on marketing strategy & agency selection
• Head of Public Relations Department (陳耀銘 area)Day-to-day owner of marketing/advertising/promotional planning
• Chang family / Evergreen Group leadershipUltimate brand-equity stewards (Evergreen umbrella)

Don't pitch a Western 'brand transformation' deck — Taiwanese carrier culture is conservative, engineering/safety-led, and skeptical of brand abstractions. Don't disparage the Hello Kitty program even subtly — it's a sacred cow and personally championed by leadership for 20 years. Don't position against China Airlines on heritage/flag-carrier terms (EVA is the private-sector challenger). Don't ignore StarLux — but don't make the deck about StarLux either, EVA leadership is sensitive about a former-chairman defector competitor. Avoid English-only materials; ensure traditional Chinese (zh-TW) parity. Don't promise a single global AOR consolidation in pitch one — incremental market-by-market wins are the realistic path.

• China Airlines (2610) — flag carrier, larger fleet, Ogilvy Taiwan historically
• STARLUX Airlines (2646) — boutique-luxury new entrant, founded by ex-EVA chairman, applying for oneworld 2025
• ANA — direct premium competitor on Japan/transpacific
• JAL — premium competitor
• Singapore Airlines — premium benchmark in region
• Cathay Pacific — regional premium competitor

• ? Who is the current Taiwan-market creative AOR — is David Advertising still on the roster post-2013?
• ? Is there a media AOR globally or by market? (No GroupM/Dentsu/Publicis Media reference found.)
• ? Who actually designs Hello Kitty Jet executions — Sanrio's licensing team, EVA in-house, or a third agency?
• ? What is the reporting line for marketing inside Public Relations Department — is there a Brand Manager or Marketing Manager below 陳耀銘?
• ? Has EVA Air ever run a formal global creative-agency pitch, or only market-by-market?
• ? What is EVA's posture on StarLux competitively in the next 12-24 months — defend premium economy moat, or attack StarLux's boutique-luxury angle?
• ? Are there budget approvers in Evergreen Group HQ that override EVA Air marketing decisions?
• ? Status of enVoyage inflight magazine in-house ad sales — could that be a wedge into broader media partnership?
• ? Does the Infinity MileageLands program have a separate marketing budget / agency partner from main brand?