甲方

字节跳动全球招兵买马，员工规模直指阿里巴巴

字节跳动公司刚刚掀起了一波招聘潮，该公司预计到2020年将新增4万个工作岗位，希望在全球科技公司因新冠疫情影响而纷纷休假或裁员之际，达到阿里巴巴的员工数量的持平。

据彭博社统计的数据，该公司现正在为近1万个空缺职位招聘员工，其中约三分之一是高级研究或软件编程工作。招聘的新员工也将主要放在支持字节跳动的TikTok和Jinri Toutiao等应用生态系统以及其他平台，这也将促进公司在游戏和电子商务等新领域业务的展开。

迪士尼本周起停止支付10万余员工薪水

据英国《金融时报》的报道，因受新冠疫情的影响，华特迪士尼公司将从本周开始停止向10万余名员工支付薪水。此举能为迪士尼每月节省近5亿美元的开支，以缓解疫情以来的经济压力。

法国娇兰连续官宣 4 位大使

法国娇兰为其 5 月 15 日的天猫超级品牌日预热，连续官宣 4 位大使：美肤大使彭小苒、青春大使许凯、御龄大使张嘉倪以及魅力大使徐正溪。

周冬雨成为维多利亚的秘密大中华区品牌代言人

维多利亚的秘密宣布周冬雨成为大中华区品牌代言人，未来二者将以充满朝气的全新面孔，去诠释性感的全新内涵。

百度研究院孵化智能视频合成平台VidPress

百度研究院孵化出智能视频合成平台VidPress。据百度介绍，用户可一键输入新闻图文内容的链接，其余工作交由平台自动化完成，视频素材智能化聚合、解说词生成、语音合成、音视频对齐和渲染导出整套制作流程仅9分钟。

国美零售：和拼多多现在的客群进行了有效组合

国美零售就公司授权发行可转换债券召开电话会议，公司CFO方巍表示，国美主要的市场在一二线城市，这几年也在大力拓展三四五线市场，今年会再开加盟店2000家，通过加盟方式将自营、加盟店跟拼多多现在的客群进行了有效组合。国美物流虽然是中大件物流，同时也在大力推送店配，这块会对拼多多进行开放。

快手战投3000万美金注资火花思维，二度加码教育投资

火花思维近日获快手战投3000万美金注资。快手从去年年底与火花进行接触，春节后作为D+轮投资火花思维。而火花思维也正在进行新一轮融资，目标金额在1亿到1.5亿美元之间。

TCL董事长李东生：全球化不是让商品“走出去”，而是让产业链“留下来”

TCL创始人、董事长李东生认为，全球化被按下暂停键的这个说法是不准确的，经济全球化总的趋势还是不会改变的。因为经济有它自身的规律，中国的产品在全球的份额越来越高，只要保持竞争优势，就能够保证我们在全球市场的地位。中国企业要对全球化战略作出调整，不能简单地把产品卖出去就万事大吉，而是要把企业的产业链建在当地，在当地生产和在当地服务，为当地的经济发展做出自己的贡献，这样的全球化才能够做到真正扎根当地。

熊猫资本李论：依旧看好瑞幸的底层商业逻辑

熊猫资本创始合伙人李论表示，基于对瑞幸的长期观察和上面的推算，我的理解还是瑞幸发展太快了。尽管数据出现造假，依然看好瑞幸出现的这个时点，消费领域出现的连锁化、规模化的新零售业态，这是代表未来趋势的。

外面太危险了，就连Jeep都选择待在家里

疫情期间，Jeep 澳大利亚发布“The Great Indoors”主题海报，通过一系列由生活用品组成的“Jeep标志性圆形大灯和进气隔栅”形状，告诉人们现在正是探索室内的好时机，倡导大家进行居家隔离。

乙方

Facebook将推出游戏直播应用，疫情居家刺激游戏需求

据外媒报道，Facebook将于周一推出一款专门制作和观看流媒体游戏直播的应用。这款免费应用将附带广告，最初计划于6月推出，但新冠疫情加速了该公司的计划，他们希望充分利用居家隔离带来的游戏需求激增。

“亲家数科”获1.2亿人民币Pre-A轮融资

亲家数科近日宣布完成1.2亿元人民币Pre-A轮融资，由熊猫资本领投。本轮资金将用于技术深化、专家团队扩充、业务拓展等。亲家数科成立于2018年8月，其核心商业模式是采用B2B2C模式，基于自有的技术能力和核心平台去实现资金端、资产端、场景、用户的打通，利用云计算、AI、数据洞察、反欺诈等技术，为金融机构提供新金融业务的转型及建设方案。

媒介

猫眼专业版上线抖音热度榜

4月18日，猫眼专业版App发布更新版本，上线数据服务新功能——抖音热度榜。目前，该榜单包含抖音剧集榜、抖音综艺榜、抖音电影榜，是由影视项目在抖音平台的官方账号影响力、影片讨论度、话题指数和搜索指数加和而成的热度值排名。

11家音视频被约谈后：多家取消默认自动续费

截至4月17日，爱奇艺、腾讯视频等11家视频、音频网站先后提交整改回复函，就4月8日约谈会中提到的相关问题广告特权和自动续费等问题进行相应整改。针对自动续费扣款未提醒问题，11家视音频网站表示购买连续包月、包季、包年的消费者，将在扣费前通过发送站内消息、手机短信、微信等形式，主动提醒用户即将扣费。关于默认勾选自动续费问题，多家视音频网站表示将取消默认自动续费功能。

人事变动

Hulu前高管Nick Tran加盟字节跳动，出任TikTok北美营销主管

前Hulu品牌营销副总裁Nick Tran将于美东时间4月20日加入TikTok，担任TikTok北美市场营销主管。Nick Tran自2018年起在Hulu担任品牌营销和文化副总裁，加入字节跳动公司后，他将负责TikTok的品牌营销、宣传推广和社会活动。

OPPO任命刘列担任全球营销总裁，沈义人卸任

OPPO宣布，任命刘列为全球营销总裁，兼任中国区CMO，全面负责OPPO营销工作，其工作向CEO陈明永汇报。刘列曾担任OPPO品牌总监，打造了OPPO Find、Ulike、Real等多个手机产品系列。OPPO方面称，由于个人健康原因，原OPPO全球营销总裁沈义人将卸任这一职务。

趋势

“互联网女皇”疫情趋势报告：科技赋能减轻疫情对经济影响

BondCapital合伙人，互联网女皇MaryMeeker日前发布《疫情下的互联网趋势》报告。报告称，今年的疫情好比1906年旧金山发生的地震，每分钟蔓延138公里，改变了人们的生活方式。危机就像九头蛇，健康、经济、心理等许多事情同时发作（经济增长、消费开支、就业、工资等），但是不能有出错的机会。

疫情爆发后，聊天和协作平台的使用量大幅上升——Slack的一季度报告显示，付费用户数增长2倍以上；每用户每日发送到的平均消息数量增加20%，而微软则提到3月19日那一周，日活用户数为4400万人次，较上一周增长3.7倍。

但在另一方面，配送杂货和食品（Instacart/DoorDash……）的按需平台则需求大涨，除了为当地杂货店、餐厅和其他必要商店提供按需服务外，也在积极招聘新员工。但是，我们认为，按需服务和上门配送服务会在这不寻常的时期，获得永久性的市场份额。

Edelman：品牌信任和冠状病毒流行

Edelman发布了新报告“品牌信任和冠状病毒流行”。消费者已经明确表示，他们将根据品牌对COVID-19危机的反应程度来评判品牌。

人们普遍预期，品牌在危机期间会有不同的行为和沟通方式。65%的受访者表示，品牌的行为将对他们购买决策产生“巨大影响”。

1/3的消费者表示，他们已经停止购买他们认为在危机面前没有做正确事情的品牌。在巴西，这个数字是76%；在印度是60%。

消费者强调了品牌在抗击大流行中的重要性。62%的受访者表示，如果品牌在应对未来挑战方面没有发挥关键作用，他们自己的国家就无法度过危机。大多数人认为品牌的行为是负责任的，约55%的受访者认为品牌的反应比政府更快、更有效；但71%的受访者认为，如果一个品牌被认为把利润放在人们之前，那么它就会永远失去信任。

在线教育按下快进键：VIPKID连续两月新增用户超100万

据国际投行高盛研究报告显示，在线课程的普及正以超出预期的速度增长：2025年，线上课程渗透率将从2019年的15%升至45%；此外，预计中国线上校外培训的市场规模约为570亿美元，是2019年70亿美元的8倍。

数据显示，在线青少儿英语教育平台VIPKID疫情期间获得高速成长：新增注册用户连续2个月超过100万，购买转化率提升10个百分点，远远高于去年同期水平；此外，付费用户上课频次也大幅增加，用户课程数量环比增加27%，与去年同比增加144%。

海外

新冠病毒下，CTV为营销人员和广告欺诈提供了绝佳的机会？

The coronavirus outbreak has catapulted connected TV (CTV) into the limelight. What was already considered a promising, premium digital video medium has quickly become a priority for many advertisers, thanks to a boost in streaming video consumption.

Our own set of surveys conducted in mid-March and early April found four in five US advertisers expected to increase their personal use of streaming services in light of COVID-19.

Streaming had already accounted for almost a quarter of total US TV time the week of March 16, according to Nielsen. US consumers spent 156.1 billion minutes streaming content that week, a 36% increase over the week of February 24, and more than double the amount of time spent streaming content the same week in March 2019.

As CTV inherits scale – perhaps one of its greatest limitations pre-COVID-19 – advertisers are hungry for inventory.

Of course, so are fraudsters.

弱点暴露，卖家越依赖平台风险越大

Back in 2017, after the painful Facebook algorithm changes, which had followed the similarly traumatic pivot to video, publishers large and small declared they’d gotten serious about revenue diversification and being free of platform dependence.

Yet one of the brightest spots of diversification — tapping into affiliate programs with shopping guides and other product recommendation content — was for many publishers just another form of platform dependence. But this time, the platform was Amazon (and to a lesser extent, Walmart) rather than Facebook.

All bills come due, and for many, the bill for this platform dependence arrived unceremoniously on April 14, when Amazon informed publishers it would slash commission rates it offered through Amazon Associates, the affiliate marketing program that serves as the unofficial foundation of media’s growing commerce operations.

The changes are drastic and painful: Commissions on commerce staples including headphones, beauty products and business supplies had been cut in half, from 6% to 3%; commissions on home products, a fast-growing category with so many people now sheltered in place, had been cut by nearly two thirds, from 8% to 3%; commissions on health and personal care products, another major growth area, fell from 4.5% to 1%.

千禧一代，Z世代想要在危机期间分散对品牌的注意力

Reactions varied between generations, and changed as the pandemic took its course.

While several studies have been conducted in recent weeks in hopes of understanding what consumers need during an unprecedented global health crisis, many of them seem to just reflect the obvious rather than building a more helpful framework through which to see what’s happening around us.

In contrast, Dentsu Aegis came up with a set of phases—based on the five stages of grief—to help garner more from survey respondents. Asking people which phase they identified with, and how that’s changed over time since the pandemic began, created an insightful set of information to help brands navigate the emotional storms that consumers are currently weathering.

“What we really wanted to do is to look at COVID through the lens of consumers’ need states, because that’s kind of a gap that we had seen,” said Joanna Hawkes, vp of integrated strategy at Dentsu Aegis. “What are they experiencing as this crisis unfolds? What are their unmet needs?”

While there are five stages overall, most people place themselves in one of the first three.

In addition to those different levels of need, the study also highlighted the differences between generations regarding how they’re consuming information from brands. For example, more than half of millennials and Gen Zers said they’re paying more attention than usual to what brands are doing right now, and how they’re advertising during the crisis.

By breaking these responses down into stages of response to the crisis, the study gives brands something of a roadmap for how messaging should change moving forward.

“一个重要的展示时刻”:面对新冠病毒，匡威如何进行营销活动？

With the coronavirus now set to have a prolonged impact on most businesses’ sales, global advertisers like Anheuser-Busch, Airbnb, KLM, Marriott and Coca-Cola have cut marketing dollars to keep their cash flows under control. Converse is doing the opposite, increasing its marketing in the hope it will help weather the growing crisis.  

The sneaker manufacturer has launched a crowdsourced campaign for housebound creatives called #CreateAtHome. Before the pandemic nixed productions, Converse was on track for more than 300 this year. For the agencies, photographers, models, stylists, directors ad post-production firms working on those productions, the cancellations were the latest in a series of postponements and cancellations due to the pandemic. With all those creators scrambling for jobs and stuck at home, Converse decided to showcase their work across Instagram, Twitter and its newly launched TikTok as the first phase of a new long-term brand campaign.

“As a result of Covid-19 we paused like everyone else and took a minute to reassess,” said Converse’s CMO Jesse Stollack.

The campaign, which launches this month, will see the advertiser’s investments ramp up again, though this time focused on social networks over outdoor and in-store, said Stollack. “Digital platforms are where we’re going to focus,” said Stollack.

Digiday caught up with Stollack to hear about how his marketer’s reworked the company’s messaging and media plan, while remaining sensitive to people’s concerns about the pandemic.

This conversation has been lightly edited and condensed for clarity and flow.

When did you realize Converse’s marketing was going to have to address the coronavirus?

This campaign wasn’t something that came out of the blue as we’d been working with our team in China as the coronavirus started to spread through January and February. We were quite naive in thinking the pandemic would get handled and not impact our lives the way it did. But we did have an eye on it and we also had a playbook from not only our China team but also being part of Nike so we were able to see what did and didn’t work. One thing that resonated with us clearly was the way the Nike team in China paused and then when they did start to communicate the did so through the lens of the Nike Training Club and the in-home ways to work out. It was at this moment that the team there saw real traction.