Winning the Chinese Market with an Agile and Deep Approach in the New Era of Resilience

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Winning the Chinese Market with an Agile and Deep Approach in the New Era of Resilience

March 11, 2026

Against the backdrop of a slowing global economy, marketing and communications budget allocation in the Chinese market has become more rational. The "2024 China Public Relations Industry Survey Report" reveals that over 65% of brand owners indicate a preference for PR partners with "in-depth service capabilities and high ROI," rather than those chosen solely for "global scale and brand reputation." In this climate, international PR giants are generally facing growth pressures.

However, FINN Partners has achieved counter-trend growth in China-with the China office's revenue increasing by an average of over 30% annually in the past two years, and a client retention rate exceeding 90%. Behind this remarkable performance is the power of its unique "Agile & Deep" strategy.

In this edition, we have invited Jean-Michel Dumont, Senior Advisor for FINN Partners Asia Pacific, and Jason Cao, Managing Partner of FINN Partners China, to discuss the secrets behind this path to high-quality growth.

The Strategic Key to Counter-Trend Growth

Reporter: FINN Partners has achieved rapid development in the Chinese market, where international PR giants are generally facing growth challenges. What do you see as the core factors driving this differentiated performance?

Jean-Michel Dumont: We have indeed observed that the traditional "scale-first" model is becoming obsolete. The needs of global brands have fundamentally changed-they are no longer willing to pay simply for a vast service network and a prestigious name; instead, they seek genuine business impact. This requires PR partners to possess two core capabilities: professional depth and responsive agility. This is precisely where FINN Partners' strength lies as an independent firm. Our "Agile & Deep" model is essentially a precise response to these new market demands.

Jason Cao: The "Agile & Deep" approach Mr. Dumont mentions is central to our daily practice. I often emphasize to my team that "Deep" (Jing) represents the craftsman's spirit-our commitment to deep cultivation in areas like corporate affairs, technology, and healthcare. "Agile" (Min) represents our ability to adapt swiftly to the fast-changing rhythm of the Chinese market. In a major, high-profile pitch during the fourth quarter, we successfully competed against several international giants. This client, a top 10 global Fortune 500 company, chose the FINN team precisely because of the certainty and high-quality outcomes our "Agile & Deep" combination provides.

The Inevitability of the "Agile & Deep" Model in the Current Era

Reporter: How do you see the current economic environment driving the transformation of service models in the PR industry?

Jean-Michel Dumont: The data is compelling. PwC research shows that over 75% of global CEOs cite "operational agility" as a key priority for the coming year. In the PR industry, this translates to clients making more prudent budget decisions while having higher expectations for results. They no longer need simple media releases but strategic partners who understand their business pain points and can rapidly provide integrated solutions. Bloated organizational structures and rigid processes cannot meet this need, which is why the "Agile & Deep" model has become essential.

Jason Cao: The Chinese market perfectly embodies the tension between "speed and depth." A trending topic might have a lifecycle of only 48 hours, but building brand trust takes years of accumulation. Take, for example, our work serving the corporate communication needs of numerous international clients. Clients require teams to form highly coordinated "WeChat-based combat units"-seamlessly integrating policy interpretation, industry knowledge, in-depth content creation, and top-tier media relations. This poses a significant challenge to the organizational structures of traditional international PR agencies, especially regarding cross-regional collaboration and resource mobilization. The internal silos or resource barriers common in large international firms often mean that while resources exist, they are difficult to access and deploy effectively. This lack of coordination at critical moments can become an internal阻力 (obstacle) hindering their development in China.

The "Agile & Deep" strategy we've tailored for FINN China focuses on building a "complementary array of specialized talent": "micro-combat units" composed of strategic advisors, content craftspeople, media experts, and digital specialists. Each leverages their professional expertise (what we jokingly call their "superpowers") for efficient collaboration, ensuring we solve client problems more effectively. Clients gain access to the specialized value they need, exactly when they need it, across various PR disciplines.

The Three Pillars of the "Agile & Deep" Strategy in Practice in China

Pillar One: Seamless Integration of Global Wisdom and Local Insight

Jean-Michel Dumont: Our global network doesn't operate through "remote control" but delivers value through "empowerment-based collaboration." For example, when assisting a Chinese biotech company with its overseas expansion, we didn't simply apply a standardized global template. Instead, the Chinese team led the strategy development while flexibly tapping into global network resources-FDA regulatory experts, European market access advisors, and North American medical KOLs-to co-create the solution. This organic combination of a "central kitchen" and "specialty chefs" ensures all insights possess both a global perspective and local depth, creating a truly comprehensive strategy for going global.

Pillar Two: The Spirit of Independence and Entrepreneurship

Jason Cao: As an independent agency, our flexibility is a core competitive advantage. I firmly believe that professional value is the soul of this industry. A crude, assembly-line approach diminishes the appeal of an inherently personalized, intellectual field. It is a refined working style and a human touch that keep smart services vibrant and dynamic. This allows clients choosing a PR firm to obtain comprehensive value, not just a standardized product off a production line.

Jean-Michel Dumont: From a global management perspective, we cherish and actively protect the entrepreneurial spirit. Many of our managing partners have entrepreneurial backgrounds, so this spirit is deeply ingrained in our DNA. In evaluating our office managing partners, long-term client value and team professional growth are weighted far more heavily than short-term revenue targets. This gives FINN teams the leeway to decline short-sighted projects driven purely by profit at the expense of long-term partnership value, allowing us to focus on building a healthy, sustainable business ecosystem.

Pillar Three: Deep Professionalism and Cross-Disciplinary Learning Ability

Jason Cao: The "craftsman's spirit" in modern PR means not just talking for exposure's sake, but striving to become an "expert" in the client's field. For instance, one of our senior account managers, with years of experience at a national think tank, provides precise policy interpretation and deep economic insights. This enables her to engage in high-level dialogue with client leadership, and she even drafts various external speeches for a C-level executive at an international company. This is a testament to our efforts in building a "learning organization."

We go beyond 常规 (conventional) training, encouraging employees to learn across disciplines. FINN's cultural DNA and management style focus on unlocking each employee's potential, rather than pigeonholing them during the interview stage. We never define an employee's career trajectory based solely on the clients they join with. I personally invest significantly more time in interviews than typical executives at international PR firms: on one hand, I enjoy engaging with young people in the industry to gain fresh perspectives; on the other, my interviews often resemble career planning discussions, where I'm happy to share industry insights with younger professionals. Gradually, my interviews have become somewhat legendary within the industry circles. Many young people, even without immediate job prospects, seek to connect with me for a coffee chat through their networks. This has become a unique aspect of FINN, opening a window for the "PR craftsmanship" we advocate to spread and inspire more young people aspiring to join this industry.

Looking Ahead to a Future of Resilient Growth

Reporter: What insights do you think FINN Partners' practice in China offers to the industry?

Jean-Michel Dumont: FINN Partners' success in China demonstrates that "scale" should not be the sole衡量 (metric) in the China narrative of international PR agencies. The future winners will undoubtedly be those organizations capable of perfectly integrating global vision, local wisdom, independent spirit, and professional depth. Our practice provides a valuable paradigm for the industry: leveraging the "Agile & Deep" approach to build the resilient capability for sustained growth in a volatile environment.

This article originally appeared in China Public Relations Network & International Public Relations Magazine on February 12, 2026.

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