• WedgeWEDGE 1 — Post-Kao-Li-hsueh chapter: New first-female President took over July 2024. Pitch 'Family 2.0' — keep equity but evolve from nostalgic patriarchal-family idiom into modern Taiwan-family (multigenerational, single-parent, urban, queer-friendly) to align with Kao's image and ESG/DEI agenda.
• WhyMcCann Worldgroup Taiwan won the AOR in June 2014 on a 3-year contract (Bates CHI&David lost). No public trade-press notice of a re-pitch since 2017 — suggests quiet rolling renewals, but no recent reaffirmation either. Source: https://www.campaignasia.com/article/ctbc-bank-entrusts-mccann-taiwan-after-pitch-with-bates-chidavid/387867
• WhoYen Wen-lung (顏文隆) · Chairman, CTBC Financial Holding

1. W1WEDGE 1 — Post-Kao-Li-hsueh chapter: New first-female President took over July 2024. Pitch 'Family 2.0' — keep equity but evolve from nostalgic patriarchal-family idiom into modern Taiwan-family (multigenerational, single-parent, urban, queer-friendly) to align with Kao's image and ESG/DEI agenda.
2. W2WEDGE 2 — Subsidiary fragmentation = consolidation play: CTBC Holdings + CTBC Bank + CTBC Securities + CTBC Brothers + LINE Pay co-brand currently run on separate creative tracks. Propose a holdco-level brand operating system that gives each unit a kit while protecting master brand — a job too big for a single creative shop and ideal for WPP's integrated holding-co offer (Ogilvy + GroupM + Hogarth).
3. W3WEDGE 3 — McCann tenure fatigue + lost sponsor: 12 years on the same platform, original MD (Gary Chi) gone to Dentsu since 2018. Trigger a strategic review without forcing a hostile incumbent removal — frame as 'next 50 years' brand re-articulation tied to credit-card 50th + CTBC's 60th anniversary in 2026.
4. W4WEDGE 4 — Sports marketing arbitrage: CTBC Brothers is Taiwan's biggest CPBL brand by social following (Facebook 468K, IG 202K) but is run in-house with no integration into financial-services storytelling. Pitch a sports-marketing capability (WPP Sports Practice / GroupM ESP) that connects Brothers fandom into card acquisition and youth banking — a wedge none of the local independents can match.
5. W5WEDGE 5 — Data-led 'We Are Family': CTBC has 5.4M LINE Pay co-brand cardholders + Taiwan's largest credit-card portfolio. Marry first-party data to 'We Are Family' equity to deliver one-to-one family-stage marketing (newlywed, new parent, retiree). Choreograph(plus) / Wunderman Thompson / GroupM Nexus capabilities map directly.
6. W6WEDGE 6 — Light Up A Life as content engine, not a campaign: CTBC's flagship charity has been running since 1985 in essentially the same fundraising-spot format. Reframe as an always-on impact-content platform (Hogarth production, Ogilvy PR, Mindshare paid) measurable via brand-equity lift, not just dollars raised.

• McCann Worldgroup Taiwan won the AOR in June 2014 on a 3-year contract (Bates CHI&David lost). No public trade-press notice of a re-pitch since 2017 — suggests quiet rolling renewals, but no recent reaffirmation either. Source: https://www.campaignasia.com/article/ctbc-bank-entrusts-mccann-taiwan-after-pitch-with-bates-chidavid/387867
• Gary Chi (紀致謙), the McCann MD who personally won the CTBC pitch and was the named relationship owner, left McCann in 2018 to become CEO of Isobar Taiwan (later Dentsu Taiwan). The pitch-winning relationship sponsor is gone. Source: https://www.brandinginasia.com/isobar-appoints-mccanns-gary-chi-ceo-taiwan/
• The 2024 50-year credit-card campaign is creatively very close to the original 2014 McCann reset brief ('sharper, fresher, more relevant 'We Are Family''), and 15+ years on the same platform invites strategic-fatigue questions inside the client.
• Subsidiary marketing is fragmenting: CTBC Securities (造山者 film sponsorship), CTBC Brothers (in-house baseball content), LINE Bank Taiwan / LINE Pay co-brand (LINE-led creative) — each operates outside any holdco AOR scope.
• Major C-suite turnover July 2024 (Kao Li-hsueh promoted to first-ever female President; Kao Jen-chieh moves to Board Secretary; new CIO Hsieh Chuang-kun) — classic moment for new exec to want a 'her' brand chapter. Source: https://money.udn.com/money/story/5613/8121264
• Brand value flat-to-modest growth: Interbrand Best Taiwan Global Brands US$595M in 2024 (+7%) → US$688M in 2025 (#7). Solid but not breakout — gives challenger pitches an angle on 'unlocking the next leg.'

• Kao Li-hsueh (高麗雪)President / CEO, CTBC Financial Holding (concurrent Chief Sustainability Officer)

  since 2024

  Promoted from Chief of Staff / Spokesperson in July 2024 generational handover; CTBC Holdings' first female President. Owns brand voice approval at holdco level; sustainability halo (Light Up A Life, ESG) reports up through her. Source: https://money.udn.com/money/story/5613/8121264

  Source ↗
• Kao Jen-chieh (高人傑)Board Secretary General, CTBC Financial Holding (formerly Chief Administrative Officer)

  since 2024

  Drove the COVID-era 'Home, As Always' (家．如常) brand film that won Silver at Asia-Pacific PR Awards in 2020 — direct evidence he is the historical brand-content patron inside CTBC. Source: https://udn.com/news/story/7239/4735651

  Source ↗
• Chu Ying-hsuan (朱英舷)Chief Strategy Officer, CTBC Financial Holding

  since unknown

  Strategy office typically owns master-brand architecture / cross-subsidiary positioning in Taiwan financial holdcos.

  Source ↗
• CTBC Bank Public Relations & CSR Promotion Department (公共關係暨公益推展處)Owns media relations, brand strategy, CSR programs and 'Light Up A Life' (點亮生命) campaign at CTBC Bank level

  since unknown

  Operational agency contact for above-the-line brand work usually sits here; head not publicly named on org chart.

  Source ↗

Emotional master-brand led: 'We Are Family' (我們是一家人) since ~2010, refreshed by McCann from 2014. Heavy investment in long-form brand films (Home As Always, Card 50), CSR (Light Up A Life), and sports patronage (baseball at every level + CTBC Brothers CPBL franchise). Subsidiary product marketing (LINE Pay co-brand, CTBC Securities, CTBC Brothers) runs through separate creative pipelines. Premium / trusted positioning, NOT challenger / digital-native — opposite end of the spectrum from O-Bank, LINE Bank, Rakuten Bank.

• 中信卡50年 — 謝謝你帶著我一起 (CTBC Card 50 Years — Thank You for Bringing Me Along)2024 · McCann Worldgroup Taiwan (assumed AOR carry-through; not confirmed in trade press for this specific spot) · Integrated brand campaign — hero TVC, OOH (giant credit-card installation on China Trust Financial Park, Nangang), LINE Pay co-promo with 1M red envelopes, 10K+ merchant tie-ins

  50th anniversary of Taiwan's first credit card (CTBC issued it in 1974). Card number on the OOH (2341-0368-0024-0365) decoded to '23.41M people, 368 townships, 24 hrs, 365 days' — premium 'We Are Family' refresh, salute-to-Taiwan creative.

  Source ↗
• 中信卡50年 brand film2024 · unknown (likely McCann Taiwan) · TVC / brand film

  Honors various Taiwanese industries and 24/7 dedication; explicitly aligned to 'We Are Family' brand spirit per ETtoday coverage.

  Source ↗
• 家．如常 (Home, As Always)2020 · unknown (in-house + production house; PR-led under Kao Jen-chieh) · Brand film / documentary-style

  11M+ views; pandemic-era Taiwan resilience narrative. Won Silver at Asia-Pacific PR Awards 2020. Establishes CTBC's preference for emotional, family-narrative long-form.

  Source ↗
• Light Up A Life (點亮生命) — annual charity drive2025 · McCann Worldgroup Taiwan (per original 2014 AOR scope, which explicitly included 'Light Up A Life' charitable fundraising) · Year-round fundraising + Taipei 101 facade activation

  CTBC Charity Foundation flagship for disadvantaged children — runs every Christmas / year-end with Taipei 101 lightup. Always-on brand-equity vehicle.

  Source ↗
• 造山者 (The Mountain Maker) film sponsorship2025 · in-house (CTBC Securities) · Cultural sponsorship / movie buyout for ESG storytelling

  CTBC Securities President Lin Chia-hsing positioned the buyout as 'supporting local cultural industries + ESG practice' — signal that subsidiary-level marketing is run independently of the McCann holdco AOR.

  Source ↗
• LINE Pay × CTBC co-branded card — 5.4M issuance milestone2024 · split (LINE in-house creative + CTBC marketing) · Co-branded product marketing, LINE FRIENDS character-led

  By 2023 the CTBC-LINE Pay co-branded card was Taiwan's most-issued credit card (5.4M+ cards). LINE Pay Taiwan IPO'd December 2024 — partnership marketing now a permanent fixture, sits outside the 'We Are Family' aesthetic.

  Source ↗
• CTBC Brothers baseball — owned-media content engine2025 · in-house (CTBC Brothers organization, separate from CTBC Bank/Holding AOR) · YouTube series ('我不是歌手' 13th edition), Twitch livestreams, Instagram (202K), Facebook fan club (468K+), merch (DA VILLAGE collab)

  Brothers run their own content P&L — CPBL franchise marketing is fully separate from financial-services AOR. Significant sponsorship + content spend not visible to McCann.

  Source ↗

• Yen Wen-lung (顏文隆)Chairman, CTBC Financial Holding
  ↗
• Kao Li-hsueh (高麗雪)President / CEO, CTBC Financial Holding — final approver for master-brand work; first female President; promoted July 2024
  ↗
• Kao Jen-chieh (高人傑)Board Secretary General, CTBC Financial Holding — historical patron of award-winning brand-film work ('Home, As Always' 2020)
  ↗
• Chu Ying-hsuan (朱英舷)Chief Strategy Officer, CTBC Financial Holding — likely owner of brand architecture across subsidiaries
  ↗
• Head of Public Relations & CSR Promotion Department, CTBC Bank (name not public)Operational owner of bank-level brand campaigns + Light Up A Life
  ↗
• Lin Chia-hsing (林佳興)President, CTBC Securities — runs subsidiary marketing decisions independently (e.g., 造山者 film sponsorship 2025)
  ↗

Do NOT pitch 'kill We Are Family.' The platform is 15+ years old, embedded in employee identity, trademarked (USPTO 4512177), and a competitive moat versus Cathay/Fubon. Pitch evolution, not replacement — 'next 50 years of family,' modernized casting, expanded family-stage targeting. Avoid Western-style edgy challenger creative; CTBC's positioning is premium-trusted, family-conservative, deeply Taiwanese. Do not undervalue the baseball / CTBC Brothers asset — but do not propose to take it over from in-house either; offer to connect it to financial-services storytelling. Do not pitch the holdco and the bank as one buying center — they have distinct decision flows (holdco = strategic / IR / sustainability; bank = consumer / card / brand activation).

• Cathay Financial (2882)
• Fubon Financial (2881)
• E.SUN Financial (2884)
• Mega Financial (2886)

• ? Is McCann Worldgroup Taiwan still the AOR as of 2025-2026? Last trade-press confirmation is the 2014 award; no public termination but no public renewal either. Need to verify via Campaign Asia search or direct McCann Taipei outreach.
• ? Who specifically heads marketing/brand at CTBC Bank consumer banking? Not named on the public org chart — likely a VP under Retail Banking + PR/CSR head.
• ? Did Kao Li-hsueh's July 2024 promotion trigger any internal brand-refresh review? Watch H2 2025 / H1 2026 RFP signals.
• ? Is CTBC's 60th anniversary in 2026 going to drive a major brand cycle? (CTBC Bank founded 1966 as a subsidiary of China Trust.) Strong potential pitch trigger.
• ? How is the LINE Pay co-brand card marketing budget structured — joint pool with LINE, or fully ring-fenced inside CTBC?
• ? Does CTBC Brothers run any external agency relationships at all, or fully in-house including production?
• ? What did CTBC do for 2025 Lunar New Year specifically? No trade press surfaced — possibly suggests reduced seasonal brand investment vs the giant 50th-anniversary year.
• ? Was the original 3-year McCann contract from June 2014 renewed in 2017, 2020, 2023? No public record found.
• ? I-Tutor Group reference in older sources unverified in this pass — appears unrelated to current CTBC marketing (likely confusion with TutorABC/TutorGroup, founded by Eric Yang, not CTBC).