• WedgeBrand-elevation for POYA Beauty format: POYA's >50%-cosmetics shelf strategy puts it in direct creative collision with Watsons and Cosmed, both of which have global-network agency depth. WPP (Ogilvy / VML) can credibly offer K-beauty/J-beauty category marketing depth POYA cannot self-source.
• WhyMarketing department head 王薇雅 only took the seat 2024-06-11 — natural transition window where agency roster decisions get rethought.
• Who陳建造 (Tonny Chen) · Founder & Chairman

1. W1Brand-elevation for POYA Beauty format: POYA's >50%-cosmetics shelf strategy puts it in direct creative collision with Watsons and Cosmed, both of which have global-network agency depth. WPP (Ogilvy / VML) can credibly offer K-beauty/J-beauty category marketing depth POYA cannot self-source.
2. W2New marketing head (王薇雅, in seat since June 2024) is the natural window for an introductory strategic-partner relationship — relatively new to the seat, building her own roster.
3. W3Retail Media Network opportunity: POYA has 418 stores of in-store OOH, 19M+ App users, and a captive female 18-39 audience that beauty brands desperately want — but POYA does not appear to be monetizing this yet. WPP (Choreograph / GroupM / Mindshare) can pitch a publisher-side build mirroring PRESCO/7-ELEVEN's RMN play, with POYA as the agency-orchestrated counterpart.
4. W4POYA App CRM/CLV upgrade: 19M+ members but no public sophistication on segmentation, lookalike, or programmatic personalization. Premium consulting/CRM wedge (Wunderman Thompson Data / VML / Choreograph).
5. W5Post-POYAHOME budget reallocation: dedicated POYA HOME marketing line has been wound down — that money is in motion in 2025-2026 and a strategic-partner conversation can shape where it lands.
6. W6KOL/Influencer infrastructure: POYA's beauty IG is 191K — strong but artisanal. Scaling to a category-defining KOL ecosystem (the way Sephora/Olive Young do) is a credible WPP creative+influencer wedge (Ogilvy Social.Lab, VML Influencer).

• Marketing department head 王薇雅 only took the seat 2024-06-11 — natural transition window where agency roster decisions get rethought.
• POYA HOME consolidation (2023-2024) likely freed up a dedicated marketing budget line; that money is either being redirected to flagship POYA or available for reallocation.
• No public AOR announcement exists for POYA at any time in trade press — strongly suggests project-based, local-shop, or in-house heavy model. Means there is no incumbent to displace via traditional 'pitch' narrative.
• Cosmed (under Uni-President) is escalating with 'urban lifestyle' flagship store concept and pro-makeup-artist services — competitive pressure may force POYA to elevate brand work above pure-promotion comms.
• Watsons Taiwan (CK Hutchison, AS Watson group) and Cosmed both run sophisticated K-beauty / J-beauty merchandising marketing — POYA's beauty-format push (>50% shelf) puts it in direct collision with global-network-supported rivals on a creative basis it has historically under-invested in.
• Heavy in-house social (poyabeauty IG 191K, Threads, FB, YouTube) reduces traditional creative agency dependency — pitch must lead with capability POYA doesn't already have in-house.

• 陳建造 (Chen Jian-zao / Tonny Chen)Founder & Chairman, POYA International

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• 王薇雅 (Wang Wei-Ya)Head of Marketing Planning Department / 行銷企劃處處長

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• Sonia YangSenior Marketing Planner (資深行銷企劃), POYA International

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• Ivy Ivy (per LinkedIn handle)網路行銷 / Digital Marketing, POYA International

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Conservative-pragmatic, promotion-led, in-house-heavy with project-based local-agency support. POYA's growth engine is store expansion (418 stores 2024, target 400+ by 2025) and category-mix shift toward beauty (>50% shelf in flagship format), not brand storytelling. Marketing budget skews to promotion mechanics (App pushes, in-store, LINE OA xat.0000165278.46q, social-first KOL seeding via poyabeauty IG 191K) and event-driven TVC/OOH around sale moments. There is no public master AOR. POYA's beauty-format strategic shift is colliding head-on with Watsons and Cosmed — both of which have multinational-network agency support — creating a structural reason for POYA to upgrade brand work above pure-tactical promotion. New marketing head 王薇雅 (in seat since June 2024) and the post-POYAHOME consolidation are the two structural transition signals. Likely buyer of: creative/brand-elevation work for POYA Beauty format, CRM/CLV capability on the POYA App, retail-media monetization (POYA has 350+ stores of OOH inventory and 19M+ members it does not appear to be selling to brands), K/J-beauty / category-marketing strategy.

• POYA Beauty store format rollout (>50% shelf in cosmetics/skincare)2023-2025 ongoing

• POYA PURE+ private label (botanical beauty)2024-2025

• POYA HOME (寶家) brand consolidation2023-2024

• POYA App / POYA Pay loyalty program — ongoingongoing

• TVC presence (2024-2025)2024-2025

• 陳建造 (Tonny Chen)Founder & Chairman
• 王薇雅 (Wang Wei-Ya)Head of Marketing Planning / 行銷企劃處處長 (since 2024-06-11)
• POYA Investor Relations teamPublic-facing window into corporate strategy and exec roster
• [Digital marketing / POYA App product owner]Owns CRM, App, POYA Pay, LINE OA — critical for any retail-media/CRM/loyalty wedge

Do NOT pitch this as a traditional 'creative AOR consolidation' story — POYA has no AOR to consolidate and has built its growth on operations, store expansion, and promotion mechanics rather than brand work. Don't lead with TVC-craft credentials; POYA's TVC investment is modest and event-driven. Don't assume POYA HOME is a separate marketing track to pitch into — it has been substantially consolidated since 2023-2024 (some stores closed for clearance). Avoid framing POYA as a peer to luxury beauty brands; it is a mass-market category killer and tonally values value/accessibility messaging. Avoid pitching the founder-Chairman directly with English-only materials — Mandarin-first, southern-Taiwan business cultural register is essential. Avoid naming a 'current AOR' in the deck because no public AOR exists — the credible pitch is 'be POYA's first strategic agency partner.'

• Watsons Taiwan (屈臣氏) — AS Watson / CK Hutchison, unlisted in TW; #1 drugstore-channel rival, global agency relationships via Hutchison group
• Cosmed (康是美 / 統一藥品 8943.TW-equivalent, operated under Uni-President Group / PCSC 2912) — Taiwan's #2 health-and-beauty chain, ~490 stores, pursuing 'urban lifestyle' format upgrade
• Tomod's Taiwan — Japanese drugstore challenger, K/J-beauty specialist, much smaller footprint
• Far Eastern Department Stores (2903) — adjacent for cosmetics counters / SOGO-style traffic, not direct format competitor
• Sasa Taiwan (already exited / weakened) — used to be a beauty specialty competitor
• Daiso / Shengfeng (生活工場) / Working House — adjacent in 'lifestyle variety goods' but smaller in beauty
• PX Mart / 全聯 (private) — newly entered 'beauty corner' merchandising in larger stores; nascent but disruptive given 1100+ store footprint

• ? Does POYA have a marketing AVP / 副總 / 行銷長 above 王薇雅's 處長 level, or does 處長 report directly to a President/COO?
• ? Who handles POYA's TVC creative and media buy in 2024-2025 — local indie, in-house, or a network agency?
• ? What is the verified FY2024 ad-spend figure? Brain Magazine's 500-Advertisers 2024 edition would settle this.
• ? Is POYA actively monetizing in-store OOH and POYA App inventory to brand partners, or is RMN still untapped?
• ? How much of @poyabeauty's 191K-follower social engine is in-house vs an external social/influencer agency?
• ? What is the breakdown of marketing spend between promotion mechanics (App, in-store, LINE OA) and brand work (TVC, OOH)?
• ? Has the POYA HOME wind-down freed an identifiable marketing budget line, and where has that money been redirected?
• ? Is POYA preparing any response campaign to Cosmed's 'urban lifestyle' format upgrade or Watsons' continued K-beauty push?
• ? Does POYA have any agency relationship inherited from its 2019-2022 POYA HOME launch period that is still on retainer?