Ruder Finn’s Gao Ming: Lessons from 25 years of brand building

Amid slowing growth and shifting consumer psychology, luxury brands face a deep question — not how to maintain a premium, but how to justify it. For Gao Ming, who has spent over two decades at Ruder Finn, the key to navigating this landscape is what appears to be a series of “non-core” pursuits. As Senior Vice President of Ruder Finn and Managing Director of Luxury & Lifestyle in Greater China, he has helped shape luxury communications in the region — from early market entry to digital transformation and, most recently, the pandemic response. His career, which began in 2000, is a timeline of high-end brand storytelling in China. Yet, Gao is far from a conventional PR executive. He appeared on screen in B for Busy, a 2021 film by director Shao Yihui, sails in his free time, and hosts a podcast exploring human behavior. These cross-disciplinary experiences have informed his distinct take on connection and narrative. Now, as AI disrupts the industry, Gen Z reshapes expectations, and economic pressures intensify, communications faces a structural reckoning. In the latest installment of Jing Daily’s C-Suite Visionaries, Gao draws on decades leading China’s PR to share how he leads through uncertainty, and creates enduring value. Jing Daily: What are the factors behind Ruder Finn’s leadership in the China market — and how do you plan to maintain that advantage? Gao Ming: First, it comes down to our deep roots in the luxury sector. Ruder Finn began working in China’s luxury market as early as 2001, and by 2005 had established a dedicated luxury team. That long history has given us not only hands-on experience, but also a sharp understanding of the industry. Just as importantly, we’ve maintained a remarkably stable core team, which forms the foundation for long-term, deeply integrated client relationships. Second, we’ve consistently stayed ahead of the curve in digital. From entering digital communications in 2008, to laying the groundwork for integrated marketing (IMC) by 2015, and more recently driving the adoption of AI — we’ve actively encouraged the team to embrace new technologies and embed them into daily operations and client service. But perhaps most crucially, we’ve made conscious efforts to foster constant iteration — at both the organizational and individual level. In uncertain times, this isn’t just a survival skill; it’s a mindset. JD: How has Ruder Finn evolved its culture and talent strategy to keep pace with the rise of Gen Z and post-2000 consumers as cultural and behavioral drivers? GM: The way younger generations operate often departs from traditional workplace logic. We approach this on two levels. On an emotional level, it’s about learning to understand — and even embrace — their different worldview, lifestyle, and ways of working. Strategically, the focus is on how to activate their strengths while being mindful of their limitations. After all, from a communications and marketing perspective, Gen Z and post-2000s are not just team members, they’re also the very consumers our clients are trying to reach. In practice, we prioritize “conversational empowerment” over top-down instruction. We aim to create an environment that welcomes diverse forms of expression and encourages exploratory growth, rather than labeling them as “passive” or “radical.” JD: You’ve often emphasized the importance of trust in client relationships. In today’s market, how do you go about building that trust? GM: Real trust isn’t earned through a single polished presentation — it’s built over time, through real collaboration. To me, trust is grounded in three things: First, the ability to solve real problems. In a complex market like today’s, meeting surface-level communications metrics is no longer enough. Second, strategic thinking and foresight. Meaningful partnerships go beyond executing a brief. It’s about thinking from the client’s point of view — or even ahead of it — identifying shifts, risks, and opportunities they may not yet see. When a client feels you understand their needs and pain points better than they do, that’s when trust deepens. Finally, it’s about showing up in moments of crisis. Trust often takes root when things go wrong. Whether it’s about sound judgment or speed of response, standing beside the client when it matters most — helping them navigate uncertainty — is what elevates the relationship. JD: Is there a luxury brand localization case that stands out to you? GM: One example I really admire is Blancpain’s launch of the “Chinese Calendar Watch” in 2012. At the time, many luxury brands were experimenting with surface-level localization — adding a Chinese character like fu (福), meaning “fortune,” or a zodiac motif to the dial. But Blancpain went further. Rather than simply decorating with Chinese elements, they reinterpreted culture from the inside out — starting with the movement itself. What made this piece exceptional was its mechanical complication, developed specifically to reflect the traditional Chinese lunar calendar. In the context of Western watchmaking, which is built around the solar calendar, this was both a technical challenge and an innovation milestone. To me, the Chinese Calendar Watch didn’t just showcase craftsmanship — it reflected a deep respect for and understanding of Chinese culture. And of course, the success of that project wouldn’t have been possible without the insight and involvement of the brand’s local team. JD: Which luxury brands have struggled in China by relying too heavily on global playbooks? How do you help clients avoid those pitfalls while maintaining a consistent global voice? GM: There’s always a balance to be struck between global strategy and local execution — and trust is key, particularly trust from global headquarters in their local teams. When it comes to missteps, two patterns come to mind. The first is what I’d call the “platform equivalence” issue — copying and pasting content from Instagram or YouTube directly onto Chinese platforms. While the tone may be consistent with global branding, it often ignores local user behavior and cultural context. As a result, the messaging falls flat. The second is treating China as a monolithic market. I often explain to European clients that China’s regional complexity is more akin to all of Europe than to a single country. Aesthetic preferences, values, and consumption habits vary widely across provinces. Another common issue, particularly in luxury, is the tendency toward one-directional storytelling. Many brands insist on centralized narratives in the name of consistency. But today’s media landscape is fully decentralized. If a brand sticks rigidly to top-down messaging, it risks losing relevance. What’s needed instead is a more inclusive, collaborative approach. This brings us back to the importance of true collaboration between headquarters and local teams. Localization isn’t about creating a “China version” of a global brand. It’s about using cultural insight and on-the-ground feedback to help the brand become more globally adaptive. JD: In terms of content marketing and event communications, which media formats do you see as essential? When building strategy, which platforms do you pay the most attention to? GM: That’s actually a tough question to answer in a single sentence — precisely because it touches on one of the most fundamental shifts in communications over the past decade: the move from a relatively unified media landscape to one that’s radically fragmented, even “powdered,” so to speak. Today, even the smallest KOC or everyday user plays a role in shaping a brand’s voice. There’s no longer a single “most important” platform. Communications feels more like a symphony — different instruments and sections (that is, media and platforms) play different roles across movements (campaign goals) and tempos (timing and pacing). The real challenge isn’t choosing a platform, but orchestrating them. That’s why I always insist on personally using these platforms. You have to engage with them as a real user to understand how information flows, how relationships form, and how emotional connections are built within each ecosystem. And just as importantly, we need to pay attention to the spaces between platforms — those points of transition. JD: As luxury shifts from status symbol to a vehicle for self-expression and emotional experience, what new content and offline engagement trends are you seeing among Chinese consumers? GM: In terms of storytelling, the focus has moved from creating aspiration to building resonance. Today’s young Chinese consumers are increasingly attentive to emotional well-being and family relationships. Local culture has also become especially important. Brands need to engage with Chinese aesthetics and cultural context in a more meaningful way. One example is Vacheron Constantin’s “Seawater Cliff” motif timepiece released last year, which reinterprets classical Chinese patterns through an Eastern design lens. The brand didn’t stop at craftsmanship — it partnered with the Palace Academy to offer classes in horology appreciation and cultural history. At the same time, inspiring user-generated content and encouraging participation is now central to brand storytelling. Brands are no longer monologue-makers — they need to become catalysts for co-creation. In terms of offline experiences, while “check-in culture” and social performance still exist, they’re clearly on the decline. What’s emerging in its place is a more taste-driven, learning-oriented mode of engagement. Take L’École, the jewelry arts school supported by Van Cleef & Arpels — it offers paid courses on jewelry craftsmanship and history, yet continues to attract a notable number of consumers eager to participate. At the same time, there’s been a structural shift in how events are conceived — from large-scale brand spectacles to more intimate, highly tailored gatherings. It’s not that grand productions have lost their place, but rather that smaller, more personalized experiences tend to be more effective in building meaningful connections with high-net-worth individuals — and often translate into sales more directly. JD: As China’s luxury market shifts from overexposure to value recalibration, what do you see as the most pressing challenge for brand communications? GM: We’re no longer in a phase of unchecked growth. In the past, the focus was on building awareness. But for most brands that are already in China, that’s no longer the core issue. Even for those still working on visibility, the real question has evolved into something deeper: how do you create desire that feels justified? Today’s consumers, especially the middle class and elites, aren’t unwilling to spend. But they’re asking different questions: “Is it really worth the price?” “Why should I own this?” They recognize the brand, they understand the tone, but recognition alone no longer drives purchase. It’s a harder challenge — but an essential one. The answer lies in making the brand’s value felt, not just articulated. JD: Are there any under-the-radar consumer behaviors or industry trends that you believe could reshape the core logic of PR and brand strategy in the next three to five years? GM: I think the “new senior generation” is a group worth watching. These are consumers born in the late 1960s or early 1970s, around 60 years old, who are very different from the traditionally frugal elderly profile. Many come from upper-middle-class backgrounds in tier-one and tier-two cities, are well educated, financially secure, have time and curiosity, and are digitally fluent. They’re seasoned, sophisticated luxury consumers. Right now, they’re largely overlooked in the market, but within three to five years, they could become a high-potential audience segment. JD: What signals does Ruder Finn’s recent acquisition of Southeast Asia-based Era Communications send about the next chapter of growth in Asia? GM: We’ve always aimed for sustained growth. This acquisition expands our footprint into Thailand, Vietnam, Cambodia, Laos, and Myanmar, where we’ll now have fully owned offices. Combined with our existing presence in China, India, Singapore, and Malaysia, this isn’t just about geographic reach — it’s about building real synergy at the business level. For many clients, Asia isn’t seen as fragmented markets — it’s viewed as a whole. Our regional network allows us to offer more integrated and efficient support. JD: What qualities and ways of thinking do you believe define the next generation of outstanding leaders in communications? GM: First and foremost, a sustained sense of curiosity. When you’re engaging with new social platforms or experimenting with AI tools not out of obligation, but because you’re genuinely interested, it becomes a real source of joy. Second, cross-cultural empathy. It’s not just about understanding a foreign language, but about grasping and respecting different value systems. One striking example is how Chinese and Western audiences interpret the act of apology. In China, when a public incident occurs, consumers expect brands to respond quickly and apologize. But Western brands often hesitate, or offer guarded, vague apologies that come across as insincere. That reflects a deeper cultural divide. In Western contexts, an apology is often tied to admitting fault and potential legal liability, so brands are much more cautious. In China, an apology is more about social posture — responding to a desire for “face” and public harmony, not necessarily tied to legal responsibility. Third, integrative thinking. The industry no longer rewards narrow specialization alone. We need more “T-shaped” professionals — people with deep expertise in one area and the ability to connect across disciplines. And finally, I’d say a clear moral compass. Unlike fields like law, where boundaries are set by legal codes, communications relies heavily on professional ethics. In a world where information moves fast and norms are shifting constantly, knowing where you stand — and what lines not to cross — is more important than ever. Jing Daily presents C-Suite Visionaries, an exclusive interview series spotlighting the most influential executives at the helm of today’s leading brands in art, fashion, commerce, and culture. Get inside the minds of the decision-makers driving growth, innovation, and cultural relevance at the highest levels. Read more: Althea Lim: The future of luxury is data-driven Sotheby’s Charles Stewart on Asia, design, and Gen Z collectors Jonathan Krane on investing in China’s future growth

Ruder Finn’s Gao Ming: Lessons from 25 years of brand building

On this page

Published August 06, 2025

Sectors

Insights

Company

Ruder Finn’s Gao Ming: Lessons from 25 years of brand building