Original · Unique Research · 2026-06-05
Editor's note: The first-person report and its judgments belong to the original Chinese author. This English rendition retains the opening essay, three illusion sections, full panel, and all named speaking turns. Market, customer, revenue, efficiency and regional figures are source or speaker claims, not independently audited findings. Company, personal and work titles are transliterated where official English forms remain unverified.
AI Industry Observation
Three Underlying Illusions of the AI Marketing Era
Don't Let AI's "Efficiency" Become an Excuse for Brands to Escape the Real Complexity of the Physical World
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If these three illusions are not clarified, the so-called efficiency gains of brands may merely be carving a mark on a moving boat in a digital mirage.
At a Unique Awards AI roundtable in Shenzhen, going-global service providers shared a set of data: the agent system has already接入 10,000 media outlets, AI analysts can drill down into overall ROI, and large models enable a team of two or three people to distribute native-level copy in more than a dozen countries.
After listening to these narratives from the audience, it is easy to产生 an illusion: going global is becoming simple, and brand globalization has turned into a "cyber war" that can be won sitting in an office building with a keyboard and algorithms.
But beyond the applause, if we peel back these "AI narratives" and face the intricate commercial truth on the overseas front line, we find that the entire going-global AI marketing ecosystem is falling into three underlying illusions that cannot hold together.
If these three illusions are not clarified, the so-called efficiency gains of brands may merely be carving a mark on a moving boat in a digital mirage.
01. The Self-Deception of "Human Touch": When 99% of Touchpoints Are Agentized, What Are Founders Congratulating Themselves On?
At every AI roundtable and industry sharing, guests eventually reach a consensus: "AI can only improve efficiency, but a brand's vision, core and 'human touch' cannot be replaced by machines."
But this is precisely the greatest self-deception of brand founders.
We can推演 an overseas consumer journey that is genuinely happening right now:
A young consumer in Saudi Arabia or Germany scrolls through TikTok and comes across a video asset generated by AI based on big data "calculation"; they click into a landing page and receive a marketing email customized 1-on-1 by AI based on their behavioral intent; after placing an order they encounter a logistics issue, and the pop-up that consoles them in Arabic or German is the brand's AI Agent behind the scenes.
Even the only "real person" who appears on this journey—the local influencer they follow—from initial discovery, screening, business communication, to finalizing the collaboration script, the entire process is run by the brand's AI tools.
On this cold journey where 99% is woven by large models, algorithms and agents, at which specific环节 can the consumer feel the so-called "human touch" that founders keep talking about?
The answer is: nowhere.
Today, when front-end marketing is thoroughly AI-ified, the "human touch" consumers perceive is no longer a process experience of communication, because it has already been "anthropomorphized" by algorithms.
The true "human touch" has been pushed back to the only terminal—the moment of product delivery.
If a Chinese going-global brand hands over front-end language translation, asset generation and email outreach entirely to AI, and the energy and time saved are not used to obsess over the product's underlying design, unique aesthetic taste, and the beyond-expectation physical experience at the unboxing moment, then this brand, in the eyes of overseas consumers, is merely a "digital zombie" wearing a foreign-language skin.
"Human touch" is not about how you speak, but about what you ultimately deliver. A "brand vision" that cannot land with flesh and blood at the product and service terminal is nothing more than a founder's mental self-congratulation in a domestic office.
02. Zero-Sum Game in the Dark Forest: Are You Connecting with Consumers, or Paying Premium Protection Money?
Many going-global service providers demonstrate their product features: their AI can拆解 the interaction data and fan profiles of an overseas influencer's past 500 videos, and if only 5 meaningless replies appear among 10,000 views, AI can determine that the influencer's data was bought, thereby helping brands avoid pitfalls.
This feature is very practical, but terrifying upon reflection.
It reveals that current digital marketing is entering an absurd "AI dark forest" stage:
Black-market operators and overseas MCNs use bots and scripts to batch-forge influencer interactions, clicks and fan profiles; brands' AI tools act as "digital police," using more advanced algorithms to甄别 and separate truth from falsehood; and platforms such as Meta, TikTok and Google collect advertising fees in the middle, their algorithms even being pulled between these two AI forces.
In this AI data offensive-defensive battle, going-global brands easily产生 a sense of interacting with global users. But in reality, real overseas consumers may have long been isolated behind layers of "AI information cocoons." You think you bought precise traffic, but it may actually be just a little digital foam overflowing when two AIs刷 data against each other in the background.
If brands do not adjust the settlement logic of marketing, the more high-level AI tools you卷入, essentially you are just paying protection money to a more advanced "digital gang."
In this zero-sum game of AI mutual博弈, the only breakthrough point lies in "behavior penetration."
Why is the industry now increasingly valuing full-chain cross-channel order data (CDP) rather than front-end click-through rate (CTR)? Because in this era, clicks can be forged, comments can be forged, large-model conversations can be forged, but the real fulfillment of cross-border funds, real overseas delivery addresses, and real-money repurchase behavior cannot be forged at low cost.
The dividend of overseas marketing is being forced back from the front-end "traffic era" to the back-end extremely cruel "retention and settlement era." All front-end AI data that cannot penetrate to real orders and real repurchases is digital illusion.
03. Cyber Marketing and Agrarian Fulfillment: Why Can AI Handle Global Traffic but Not a Middle Eastern Influencer?
In the industry's long-standing grand narratives, AI has been赋予 the mission of "eliminating physical boundaries." Some suggest that small and medium-sized enterprises going global should comprehensively use AI to replace overseas Local Offices, because the costs of hiring compliance, tax and financial compliance in Europe and the Middle East are too high, and large models can solve 95% of language and copy problems—people don't need to go down there.
But immediately, front-line operators will pour cold water with bloody experience: "Many influencers in the Middle East simply have no spirit of contract; taking money and not posting videos is the norm. We must put local teams in Dubai and Doha, with flesh and blood squatting in the office watching. The other party, seeing that you are local, dares not deceive."
This seemingly conflicting industry oddity tears open the deepest card of going-global AI marketing: what AI solves in going-global marketing is always only the cheapest "information accessibility" and "data matching"; once it involves the human nature, trust and fulfillment of the real commercial world, we are immediately beaten back to the "agrarian era" that requires person-to-person oversight.
This is not AI's failure—this is the most底层 truth of globalized commerce: the essence of commerce is trust, and the ultimate carrier of trust can only be flesh and blood.
Mature European and American markets have century-old credit systems and strict contract rule of law as the foundation, so AI's "asset-light distribution" can operate smoothly. But in emerging markets full of dividends such as the Middle East, Latin America and Southeast Asia, commercial civilization is often built on the offline logic of acquaintance society, face, religion and physical confrontation. When local influencers take money and renege, logistics gets stuck at customs, or channel dealers delay final payments, typing out any perfect AI code on a keyboard cannot solve the rogue behavior of a local boss.
Therefore, future globalized brands will not enter a pure cyber era, but toward a cyberpunk-style dual-track era where "high-tech asset-light marketing flies in the sky, and earthy heavy-asset flesh-and-blood methods are nailed to the ground."
AI has greatly amplified a brand's "management bandwidth"—what used to require a large media department, now two or three people plus AI can handle. But the purpose of saving this energy and management cost is absolutely not to let you sit completely at ease in China, but to enable you to slam your most elite resources onto those "dirty and tiring jobs" that AI can never solve.
Send people to Dubai to watch influencers, to Jakarta to run stalls, to the United States to run offline exhibitions. AI in the sky, flesh and blood on the ground—this is the brand barrier that cannot be replicated by machines.
Conclusion
In the AI marketing era, the law of "rather be different than better" has not changed. AI has instantly pulled every brand's passing line to 80 points—everyone has native-level copy, exquisite visuals and precise algorithmic recommendations.
But precisely because of this, the remaining 20 points have become the ultimate divide that determines brand life and death.
These 20 points are hidden in the unique taste you inject into the product that machines cannot understand; hidden in the settlement logic with which you penetrate the digital dark forest and obsess over real user retention; and even more hidden in the dirty and tiring jobs where you are willing to send teams thousands of miles away, using flesh and blood to wrestle with the local commercial world.
Don't let AI's "efficiency" become an excuse for brands to escape the real complexity of the physical world.
More Conversation Details
Guests:
FOSHO — Founder — Charley
DeiNai — CMO — Max
AllyClaw — Founder — Alex
Moderator: Unique Research — Market Lead — Xu Yuan (Vera)
The Biggest Change in Globalized Marketing in the AI Era
Vera: Welcome everyone to the first roundtable of the afternoon. I am the moderator, Vera. Before joining Unique Research to负责 market events, I worked in market PR and brand communication at beauty and FMCG brands, so today my questions will be closer to the practical operational level of brands.
Over the past few years I have had a deep feeling: AI is profoundly affecting the way brands do things. In the past, when we did globalization—especially Chinese beauty brands that have gone global a lot in recent years—we usually replicated the same brand and the same core concept in different countries, doing standardized output. But now that AI has emerged, this approach has been greatly changed.
Today we want to chat with everyone: Is AI merely improving marketing efficiency, or has it彻底 changed the rules of brand promotion and sales?
First, I would like to ask the three guests to introduce themselves and their company business in one minute, and answer a question: In your view, after the emergence of AI, what is the most intuitive and biggest change in brands doing globalized marketing? Let's start with Mr. Charley.
Charley: Hello everyone, I am Charley, founder of FOSHO. FOSHO is a marketing technology company centered on big data and AI. We only do going global. Currently we have two core products:
FOSHO Media AI: The world's first omni-channel intelligent-agent marketing delivery system, currently with nearly 10,000 leading media groups globally having settled in.
FOSHO Group AI (flagship product): It enables agents to act as digital employees, with one click helping going-global clients (covering e-commerce, automotive, software, etc.) achieve automatic sales growth. Currently we have served more than 1,200 enterprises of all sizes globally, including large new-energy vehicle giants and two-to-three-person Amazon independent-site teams.
Returning to the second question: What is the biggest change in globalized marketing after AI emerged?
Our previous generation did SaaS data products, and four years ago we already did a lot of knowledge graphs. In the past we processed 2 TB of raw global marketing-chain data every day. Under the large-model era, our strongest feeling is: in the past, going global relied on "guessing"; now it has become "calculating."
I myself used to do brands, was based in over a dozen countries, and spent tens of billions in budgets. Now, through large models and data chains, we can precisely find the right channels for different countries and regional markets and provide precise content. From awareness, to seeding, to conversion, the entire digital chain is fully connected. Whether your budget is 100 yuan, 10 million or 100 million, you can maximize the brand's localization effect locally through precise calculation.
Max: Hello everyone, I am Max from DeiNai. Our company mainly does cross-border going-global influencer marketing.
Over the past few years we have been doing it manually. With AI加持, our team has continuously polished new AI Agents over the past year (we will also officially launch at next week's Huawei HDC conference).
With AI加持, our biggest feelings are mainly two:
Labor costs have greatly decreased, efficiency is very high.
The professional requirements for ourselves are becoming higher. Any AI needs to understand you, and requires you to continuously feed it and train it with a large amount of industry experience.
Especially, different national markets have vastly different requirements for us. For example, last year our company focused on布局 the Middle East. The Middle East market has obvious cultural and rule differences from other regions, so we established local teams in both Dubai and Doha. Doing globalization truly requires taking work to an extremely granular level of detail.
Alex: I am Alex. AllyClaw is an agent system for e-commerce growth.
It is currently one of the very few products on the market that can deeply understand users' behavior, intent and purchase propensity throughout the full chain (for example, what products they are interested in, what pain points they are sensitive to), thereby generating 1-on-1 personalized emails and SMS to solve user problems, ultimately helping e-commerce improve conversion rates by 100% to 200%.
Answering the question about "marketing changes." For e-commerce, it is an inherently pure fully-digital scenario, especially suitable for AI intervention. I think this is not just efficiency improvement, but a reshaping of the entire business process.
Taking our product as an example, it can achieve self-iteration. After we send a personalized email targeting a user's pain point, whether the user opened it, clicked it, purchased it, or returned to the store—this data is online throughout the full chain. This full-chain data directly becomes the foundation for AI self-iteration. It becomes a data-driven, self-closed-loop system that makes it easier than before to achieve "one person doing more things." This is a true Game Changer.
Topic 1: How Does AI Help Brands Solve Overseas Localization Problems?
Vera: Listening to everyone, the most intuitive feelings are still in efficiency and process reshaping.
I used to work in consumer brands and would pay more attention to the brand's core, and how overseas consumers perceive the brand. Now, many overseas consumers' first contact with brand content may no longer be through traditional official advertising, but through AI-generated content.
So our first topic is: How do your AI products specifically help brands solve overseas "localization" problems? Let's start with Mr. Charley again.
Charley: Localization is an excellent topic. In the past, when brands went global, different countries had high cultural barriers and religious marketing taboos. During the first wave of going global ten years ago, teams had to hire talents who understood German, Arabic and English. And at that time many brands often used one set of brand visuals, one Slogan, one Key Message to conquer the world.
After AI emerged, the biggest change is what I just said—"calculating." Both our FOSHO Media AI and FOSHO Group AI are rooted in our own data model—FOSHO Nexus. Currently we can already do full data analysis for 10 million marketing channels and 1 million brands globally.
When your competitors or industry benchmarks go to Germany, to the Middle East, who did they collaborate with? How was the content played? How did they reach consumers? It is all clear in the FOSHO Nexus data ecosystem. On this basis, we train the Agents provided to clients. Now our Agents, when facing the same budget and marketing goals, entering different countries can achieve two things:
It deeply understands your brand DNA and knows who you are;
It will tell you, based on the Database and knowledge graph, what Message should be conveyed to consumers in this country. For example, is this country suitable for the e-commerce ecosystem or offline channels? This is completely different from China.
In summary, our core capability is to provide clients with the most suitable strategies based on different countries, brands and channels through years of accumulated overseas marketing insights, and support one-click fulfillment across all media (including online and offline OOH).
Vera: So in your view, have many brands now started letting AI make decisions when doing global localization?
Charley: I may resonate a lot with Alex on this process, because we have both been based overseas. In the past, large companies going global, because of their size, would spend money to build very strong local teams—just put people down there and it's done. But now many new startups casually say "I want to build an Office in Germany, I want to achieve absolute Localize"—I personally have reservations about this.
Overseas local teams are very heavy operational assets. For example, in Germany, many employee contracts are lifetime—you cannot casually lay people off—and there are extremely complex tax, financial and legal compliance costs, all of which constrain regional growth.
The current trend is gradual: first use AI to replace the local marketing employees that used to need to be recruited. In the past you did not have language advantage and did not know whether translating into Arabic was authentic, but now large models can basically solve 95% of language and cultural translation problems. You only need to configure operators who truly understand cross-cultural marketing. If you want to globalize quickly, first control going-global costs well, and use AI to do those positions that rely on repetitive work or local language and cultural translation—this is a more realistic path.
Vera: Max, when you help brands do localization and overseas influencer precise matching, you mentioned the Middle East market just now. The culture and taboos in the Middle East are very sensitive. How does your AI product help brands avoid these minefields?
Max: Using a new AI is like a new employee joining—the first step is definitely to let it understand you. We first let the brand input its own values, brand VI, target users and overseas market positioning. Only after understanding the brand will AI recommend matching influencers.
After precise recommendation, we have a "similar influencer recommendation" feature: for example, the system recommends four influencers you think are good, and one of them has extremely high similarity—then we will use him as a profile and expand a large batch of similar influencers for the brand.
As for why we must set up local Offices in the Middle East, it is mainly because the Middle East is too different from other places. To put it bluntly, many influencers in the Middle East do not have a strong spirit of contract—I must put people there, and they must be locals. Everyone sees they are all local, no one can deceive anyone, and fulfillment efficiency becomes very high. Furthermore, the Middle East currently has indeed very large dividends and development potential, and some big brands have already rushed to布局—we also hope to do a good job in service through deep localization.
Vera: Alex, this morning I went to listen to your roadshow project. You mentioned your product is like an "AI CMO" that can help brands judge local delivery data. How does your AI combine these scattered marketing data so that brands can clearly perceive delivery effects?
Alex: Yesterday I happened to see a "Top 50 Going Global" report published by Forbes, which divided digital maturity into three stages:
Do you have CRM-level data;
Do you have CDP-level data;
Do you have full-chain order data for every order across channels and platforms.
These three stages mean that the granularity of your refined operations is completely different. The finest granularity must be that you clearly know, for each order's user, which specific TikTok video they watched, which Meta ad they saw, which email they clicked, and finally completed the purchase.
This requires relying on very complex technology to integrate and compress each user's full-chain behavior into an organic "user behavior chain." With the behavior chain, we further use agents to compress and提炼 it into "user intent"—judging which product in your store this user is most interested in, and which pain point can most move them. Because through ad clicks and on-site behavior, users release strong signals. AI can score their purchase intent (0 to 100 points), precisely judging whether they are in the awareness stage, consideration stage, or price-sensitive stage.
As long as these behavioral features are mined through AI small models, it can be done—but the premise is that the brand must have real, high-quality data. Data is what you truly need to achieve production-level and use as a decision-making basis in the store, not relying on some scattered AI tool.
Topic 2: In the AI Era, Do Brands Only Need to Set Goals and Hand Over All Judgment?
Vera: Understood. If your products connect data, content and delivery and hand them to AI, then in the future do brands only need to set a macro goal and hand over all execution and judgment to AI?
Alex: In one sentence: No.
What is the reason? There are many things about a brand's own positioning, the core problems to be solved, and the desired vision (Vision) that machines cannot replace humans to understand and define. These things need to be defined by the brand itself—this is not AI's job. What AI can do is, based on your Vision, tell you what feasible paths there are, or help you analyze which channel delivers well or poorly.
We built a set of "AI analyst" skills (Skills) in the product, which can completely replace the previous Performance Marketing report work where the boss had employees summarize orders and channel ROI every week.
For example, if your ROI drops, AI will automatically do drill-down analysis for you: it will find that the ad click-through rate (CTR) has dropped, and the CTR drop may be because the creative has fatigued. This is a process of gradually drilling down to the bottom layer. In the past this required a very experienced data analyst, but today as long as there is high-quality data, context and specific skills, AI can automatically help you analyze the entire disk every day. These can all be solved with AI at the Performance level. But if it involves major decisions at the brand Vision level, AI cannot do it.
Vera: So you think the brand core still needs to do a good job with its own Vision and core?
Alex: A brand must have "human touch," right? The human touch of a brand can only be decided by humans—I'm not sure whether machines can have human touch.
Vera: Understood. Then I would like to ask Max: you use AI to help brands generate localized content, and the efficiency is certainly much higher than finding outsourcing in the past. In actual operation, how do you solve the "human touch" problem mentioned by Alex?
Max: I very much agree with what Alex just said. Although we make different products, the underlying philosophy is consistent. First, we also use small models for targeted training. Over the past many years of serving overseas influencers, we have沉淀 a great deal of business operations and communication experience.
For example, AI recommends a precise influencer, but the influencer receives hundreds or thousands of brand invitations every day—why should they collaborate with your brand? This is a question of communication experience. We need to feed these communication skills to AI, telling it how to communicate most effectively and how to best激发 the influencer's interest in collaboration.
Another point is tuning at the data level. We接入 a comprehensive analysis solution for influencer channels. For example, an influencer has posted 500 videos—in the past, how could humans manually verify their real quality? It was impossible to click through one by one. Now AI can directly produce a comprehensive analysis report for that influencer channel, looking at their real interactions, view counts, and what the fan profiles are really like. If a video with 10,000 views has only 5 meaningless bot replies below, then the data was most likely bought.
We hand over the heavy work of identifying influencer effectiveness to AI. After it generates the report, we then screen out extremely precise, compliant influencers that meet brand needs. Of course, in all features, the final decision-making power at every step is still returned to humans. Although we hope to achieve full托管 in the future, it is clearly unrealistic at present—AI still has hallucinations.
Vera: So you are helping brands make judgments efficiently from the data and initial screening level, right?
Max: Yes.
Vera: Charley, you have served so many going-global brands and do globalized omni-channel marketing. Have you encountered clients like this: the localized selling points they want to express in each country are completely different, but at the same time they need to maintain a globally unified brand tone? How do you help clients balance this conflict?
Charley: We have encountered this situation too many times—let me give a practical example.
First, for all brands going global, the most fundamental point is: no matter what AI you use or what channel you take, the core is that your product must be strong enough. On this basis, your brand values (Vision), Key Message and core are used to产生 spiritual resonance with consumers. This DNA should be consistent whether going to Africa or North America.
Just like Coca-Cola—people all over the world see it and feel it is a brand that brings Happiness; a truly Premium brand can break through the limitations of language, text and even channels to empathize with global consumers. In the going-global process, as long as this DNA stands firm, it is fine.
But specifically to landing in different countries, communication strategies indeed need to be completely adapted to local conditions. For example, the new-energy vehicle company we serve, going to the Middle East and going to Europe have completely different playbooks:
Middle East market: What sells is large luxury intelligent SUVs (like Li Auto L9, AITO M9), and the main consumption scenario is Family—selling to families with many children; and the Middle East is extremely hot, so the core pain point is "10-second storm cooling and temperature drop."
European market (such as Italy, Spain): European streets are very narrow, extremely difficult to park, and electricity and fuel costs are very expensive. What sells well now is cost-effective, reasonably sized models like Leapmotor, and the main selling point is "can help you save $300 a month."
So, facing different markets, you must adapt to the most real rigid needs of the local market (Local Market). But no matter how it changes, the brand's core DNA—such as solid chassis, long range, black technology—these cores are unified and unchanged.
Topic 3: Future Trends and Practical Landing Advice for Brands Going Global
Vera: Thank you very much. Earlier we discussed the barriers of going-global brands, AI product solutions, and how to define globalized promotion logic. Besides efficiency and compliance, I would also like to ask the guests to give going-global brands in the current moment some advice on future trends and practical landing. Starting with Max.
Max: Advice is too strong a word—let me share a pit we ourselves stepped into.
Personnel turnover in the going-global field is very frequent. Many brand media personnel, after doing influencer marketing for three years, directly take all influencer resources and contact information with them when they leave, and the enterprise itself leaves nothing behind. So we specifically built a "brand memory" feature during system development. We hope to help enterprises沉淀 digital assets while continuously running marketing Campaigns: what type of influencers you use in various countries, how the conversations go—AI will automatically tag and remember. Even if employees leave, enterprise assets remain, and next time AI still knows how to recommend people.
The second piece of advice is: many brands going global from 0 to 1 always feel they should wait until GMV reaches $200,000 before considering influencer marketing. But we recommend starting synchronously from 0.
If there is no budget, do resource swaps with overseas creators; if you cannot find KOLs, find massive KOCs—there are always those willing to swap. This not only helps you quickly get front-line product feedback for iteration, but also lets you know early where the real pain points of overseas users are. No matter what stage the brand is at, we recommend everyone布局 influencer marketing as early as possible.
Vera: Good. You just mentioned that even without budget it is recommended to do influencer marketing as soon as possible. I would like to extend this question to Mr. Alex: for many small and medium-sized enterprises with extremely limited funds and energy, when going global, how does your AI help them build the system at low cost?
Alex: Frankly, some of our full-closed-loop products may not be suitable for all extremely micro small and medium-sized brands. But at the brand's 0-to-1 stage, you can use our "AI analyst" feature to low-cost replace an expensive senior data analyst.
The core at this stage is to help the brand calculate the unit economic model clearly: What is your LTV (Lifetime Value)? What is the CAC (Customer Acquisition Cost) of each channel? What is the ROI of each Campaign? Can your LTV/CAC reach more than 3 times?
Small and medium-sized enterprises must combine tools to calculate this account thoroughly, only then can you achieve "predictable" growth, rather than wasting limited money on ineffective blind delivery. For small and medium-sized enterprises, finding the first dividend channel that can truly make you money is more important than anything.
Vera: Charley, can you give everyone some longer-term, more global practical landing advice for brands?
Charley: Let me first补充 the question about small and medium-sized enterprises just now. Our FOSHO AI can accept a pure CPS (pay-by-sales) model—if the product doesn't sell, you don't pay. This is very suitable for small and medium-sized brands, and it is precisely in this way that we have helped many Amazon teams in Shenzhen with only two or three people achieve scaled growth. If you have hard带货 needs, welcome to find us anytime.
Speaking of longer-term advice, there are mainly two points:
Vigorously embrace ecosystem partners: Under the premise of ensuring your own data security, you must vigorously and resolutely collaborate with already mature AI Native (large-model-native) marketing tools on the market, and do not reinvent the wheel.
Comprehensively embrace AI-ification in company management: Now many new going-global companies founded by post-85s and post-90s have their entire organizational structure and SOP comprehensively embracing AI. For example, in the past our platform relied on media personnel to manually urge payment, and one person could only serve 30 clients a month. Now with AI Agents, the system can not only automatically predict clients' consumption progress, but also automatically send reminders with extremely natural tone—clients may not even feel it is a robot urging payment—so one employee can simultaneously serve 1,000 clients.
Now whether it is the company's financial SOP or daily meetings, everyone should get used to using the AI features of tools such as DingTalk and Feishu to summarize and assign and track tasks. Especially for going-global enterprises, employees are often scattered in the United States, Europe, the Philippines and other places—they must rely on this highly digitalized, AI-oriented management approach to level organizational efficiency.
Epilogue: One-Sentence Summary of the Irreplaceable Brand Core in the AI Era
Vera: Thank you very much to the three guests for their干货 sharing. Finally, returning to our theme "the narrative rules of globalized brands," I would like to ask the three guests to summarize in one sentence: In the AI marketing era, what is the most irreplaceable thing about a brand? Starting with Mr. Charley.
Charley: I think the hardest thing to replace is always "a good product." No matter how fancy the marketing methods are or how intelligent AI is, as long as your product does not meet consumer expectations and cannot provide real emotional value or economic value, one day it will backfire on the brand. Standing on the foundation of the product, you can have friends and a future.
Max: I think for a brand, the most irreplaceable thing is "clearly knowing your own value." All AI tools are just magnifying glasses, used to amplify your advantages. If you don't even know who you are or what unique value you can provide, and feel that brand core is all虚, then you won't go far. In the long run, brand core is your only moat that distinguishes you from competitors. First understand yourself, then understand tools.
Alex: "Rather be different than better." The founder's unique taste and aesthetics for the product will definitely find a precise audience overseas. From day one, use tools to truly understand your consumers and see how they step by step go from not knowing you to becoming狂热 fans of your brand (of course, for example by using our product).
Vera: As Mr. Max just said, all AI products on the market are only helping brands amplify their own Value and product power. The brand's own Vision and human touch definitely cannot be replaced by AI. AI is not weakening the meaning of brands—on the contrary, it places higher demands on brands, forcing founders to find the true core.