Is Jung von Matt’s independence its secret to 'creativity without borders'?

Let's be honest, the agency world is a crowded place. Big holding companies, in-house teams, consultancies muscling in... it's a constant battle for attention and clients. So, when an independent agency like Jung von Matt (JvM) comes along, touting "creativity without borders" and a "no-rules" attitude, you have to wonder: can they actually pull it off, especially in a region dominated by marketing behemoths and diverse, ever-shifting cultural nuances?

JvM has 40 offices worldwide, from Europe to the US, and they're now setting their sights firmly on the Asia Pacific region. But as China MD Eric Yang readily admits, "Not all international agencies can really fulfil these kinds of requirements for a Chinese brand going overseas." So, what makes JvM different?

Campaign Asia sat down with Yang, along with CEO and co-owner Peter Figge and chief innovation officer Max Lederer to dissect their strategy. The conversation, a lively transatlantic exchange with the trio finishing each other's sentences, touched on everything from AI to the challenges of the Chinese market. "Being in China is a strategic imperative for us," Figge insists. But will JvM's vision of "momentum" prove to be a genuine force or just a mirage in Asia's complex marketing landscape?

Read below to understand how the conversation unfolded. 

Campaign: JvM has a strong global footprint. Peter, how does China fit into your overall strategy and how does it influence the rest of the network?

Figge: China is absolutely integral for us. It's not just a local market; it's a key market. We aim to create platforms that resonate globally and are built on strong human insights while recognising that the way those stories are told needs to vary across markets. Of course, our approach is to tailor the narrative to resonate with the specific cultural nuances of each region. In that respect, China is a cornerstone, just like the US and Europe. Success as a brand in those three markets means you're already covering a sizeable volume, which is why they're so important.

To give an example, we leveraged Huawei's technological competence with their  Storysign app, which translates children's books into sign language. Using technology to support good causes resonates strongly with European audiences. We created a campaign around translating the most commonly heard Christmas song in Europe into sign language using the app. This helped Huawei develop its European market and grow brand awareness.

Campaign: And Max, from an innovation perspective, what role does China play?

Lederer: The offices in China and the culture here, are incredibly inspiring. The speed of adaptation and the welcoming of technology act as an accelerator for the entire group. Take QR codes, for example. They've been around for years, but Europe only really embraced them after Covid. China's energy and curiosity around technology help us all catch up. 

Campaign: Building on that, Eric, how does JvM ensure its work is adaptable to local markets, especially in China?

Yang: It starts with a deep understanding of the local culture. Also, the media landscape is crucial, especially for Chinese brands expanding into Europe, with its diverse countries and media formats. Navigating that requires a nuanced approach.

Campaign: How does JvM balance global consistency with local relevance?

Figge: We start with cross-cultural, diverse international teams from the very beginning. We look for eternal human truths and the strong insights that can travel.

Lederer: We call it ‘momentum’—creativity that drives commercial and cultural impact. That demands a deep understanding of cultures, not just markets; it could be a specific competency like JVM Sports or JVM Nerd in gaming. Given our size, we can't aim to establish the same cultural competency in every office. That's why we developed an agile working model. To collaborate quickly across countries, markets, and time zones, everyone knows their role in our "clipper" model and can quickly form an agile team to participate in international pitches. This gives us the agility, speed, and depth to generate commercial and cultural impact without investing huge amounts to replicate capabilities in every market

Campaign: Eric, you've been leading JvM China for a while now. What are your top priorities for 2025?

Yang: As a JvMer, I believe in the power of creativity, especially in the Chinese market. It's not just about advertising; creativity can transform brands into cultural icons and even evolve business models. In the last two years, we've expanded our capabilities from traditional communication to digital social solutions and co-branding, attracting valuable new clients. I always remember what Max said: clients who knock on any JvM door gain access to the entire JvM family's skills and talents.

To give an example of global collaboration in action: Last year, Krafton, the Korean company behind PUBG: Battlegrounds, wanted to bring players back to the game. They approached our Seoul office. We quickly formed an international team with creative strategy from Korea and China and gaming experts from Europe. After winning the business, we expanded the team to include production power from Hollywood, directors, and celebrities from Korea and China, resulting in a truly exciting brand entertainment campaign.

Campaign: Peter, JvM also launched an office in Seoul. Could you share more about South Korea and JvM’s plans for a broader Asian perspective?

Figge: Korea is a fascinating and inspiring market, especially when it comes to younger consumers. Many Korean products and brands wield a lot of global influence. As an agency focused on developing global brand platforms, it's important that we leverage our understanding of Korean culture and brands.

Take Amorepacific's Laneige, for example. They've seen great success, maintaining a top spot in the lip treatment category. For Laneige, we combine the cultural expertise and local presence of our Seoul office with our European beauty competence. We're close to the client, understand their needs, and, crucially, speak their language. This allows us to offer ideation and execution on a global level, providing them with access to a global creative team spanning the US, Europe and Korea.

Campaign: There's a saying in China that there are two markets: China and the rest of the world. JvM champions 'creativity without borders’. How does this vision help break down barriers across markets?

Yang: First, you absolutely must have a deep understanding of the local culture. The media landscape is also important, especially now. Understanding and making the right media strategy decisions is key for Chinese brands expanding into Europe, with its diverse countries and media formats. Beyond culture and media, the operational challenges can be immense. Frankly, not all international agencies can meet these requirements for Chinese brands going overseas. We see these challenges as opportunities.

Figge: Adding to that, while cultural creativity is great and gets a lot of attention, the reality is that international work presents regulatory and legal hurdles. Clients appreciate our understanding of the market, including regulations, production, pricing, and legal issues. It's vital to learn from experiences in different markets. For example, Asia offers valuable lessons in social commerce, while Europe's decades of economic ups and downs provide insights into navigating difficult economic situations.

Campaign: With consultancies and in-house teams moving into agency territory, how does JvM stand out as an innovation-driven partner?

Figge: Speed is key. We can make decisions quickly, set up new ventures, and start new activities without complicated processes. A quick phone call between the three of us, and it's done. In today's fast-paced world, that's a huge advantage. Clients see us as a strong support, a trusted advisor, and a strategic partner. We don't just develop creative assets; we offer strategic advice, make connections, and act as a true strategic partner.

Lederer: We're also big believers in partnerships. We work with various production companies and can independently advise clients on the best solutions, including technological ones because we're not tied to any big player or technological landscape. Regarding innovation, the last three years have shown significant payoffs. AI is here to stay, but no one can predict what will happen in our industry. Our speed, adaptability, and independence give us a real head start in this race.

Campaign: What does success look like for Jung von Matt in 2025? How will you measure it—financially, creatively, and culturally? And what's the biggest threat to JvM, and the agency model, in the coming years?

Figge: Our goal is to create momentum and that's our promise to clients. We aim to deliver a much higher return based on the power of the unexpected. Clients can expect innovative, unique ideas that aren't tied to a specific platform, channel, technology or media. If we consistently make a real difference for clients, creating significantly higher brand awareness and sales, then it's been a good year. The biggest threat? Always the same: attracting and retaining the best people. We need to create a creative environment that they can't find anywhere else.

Lederer: On the innovation front, we want to produce groundbreaking moving imagery using AI in 2025. The technology is now at a level where it can genuinely enhance our productions, and I want JvM to be at the front and center of it.

Yang: In China, we want to apply our creativity beyond advertising, exploring new channels and approaches. To echo Peter, we want to create momentum in China in diverse and impactful ways.