With a length of 34 pages, the report is developed through the collection and analysis of market data, corporate financial information, and key investment activities. It aims to provide a structured and reliable perspective for businesses, investors, and stakeholders interested in the out of home advertising industry.

The report focuses on four main areas:

Overview of the Vietnam OOH market
This section presents a comprehensive picture of the out of home advertising industry, including market size, development trends, key segments, and major influencing factors within the evolving economic and media landscape.

Financial analysis of OOH companies in Vietnam
An evaluation of financial performance, operational efficiency, and competitive positioning of OOH companies, reflecting market differentiation and growth potential across the industry.
Investment activities and mergers and acquisitions in Vietnam

Investment activities and mergers and acquisitions in Vietnam
A summary of notable investment and M and A transactions in the sector, together with analysis of investment drivers, trends, and the impact of capital flows on the OOH market structure.

Market potential and strategic recommendations
Identification of growth opportunities in the coming period, along with recommendations for businesses and investors planning to enter or expand within the out of home advertising sector.

Notably, OIP currently holds revenue data from more than 10 OOH companies in Vietnam. This proprietary dataset is not publicly disclosed and will be made available as part of the latest commercial package bundled with the report, designed for partners seeking deeper and more detailed market insights.

The report “Vietnam OOH Industry Analysis & 2025 Investment Trends“ is expected to serve as a valuable reference, supporting strategic decision making, investment planning, and business development within the OOH industry.

Organizations, businesses, and individuals interested in the out of home advertising market and investment trends may register in advance to receive priority benefits and early updates.

Contact OIP Investment for consultation and pricing details:
Email: nhu.phu@shojiki.vn | nhu.phu@oohinvestment.com
Hotline: (+84) 926 263 079 – Ms. Nhu (Vicky)
Website: oohinvestment.com

Regional investment funds, particularly those from Singapore and Hong Kong, are showing increrasing interest. However, most domestic OOH companies face difficulties when entering international fundraising rounds due to three major challenges: lack of data, lack of regulatory and financial standardisation, and slow digital transformation.

Below are the issues considered to have the highest impact on investor confidence.

Financial and Legal Transparency Not Yet at International Standards 

Unlike industries with centralised assets, OOH companies manage highly fragmented assets across numerous locations. This requires handling hundreds of site-rental contracts and advertising permits.

The lacks of legal and financial standardisation often prolongs the due-diligence process to 1.5 – 2 times longer than usual.

During the diligence, investors require full documentation for every individual billboard or screen. Just one inaccurate or inconsistent document significantly increases the perceived risk. This has caused many deals to be paused or valuation negotiations to restart.

To improve this, OIP recommends that companies, allocate 1 – 2 months to re-audit their data, establish standardised financial reports, and connect these figures with internal operational data to enhance transparency and clarify. This helps strengthen investor confidence in the company’s capabilities.

Slow Digital Transformation While the Region Accelerates

Vietnam’s OOH sector still relies heavily on traditional static billboards. Meanwhile, neighboring markets have achieved high digitalisation rates: Singapore’s DOOH accounts for nearly 70% of total OOH spending (Magna Global 2024); Thailand reaches 42%; and Indonesia records DOOH growth of 18% annually.

In Vietnam, the proportion remains significantly lower. Many major roads have LED screens, but measurement standards are lacking and content management is not centralised.

International investors prioritise digital assets because they are easier to scale, easier to standardise, and can integrate real-time data.

The slow pace of digital transformation makes it difficult for companies to demonstrate scalability and long-term profit margins.

Facing a future of significant opportunities, especially for companies with strong financial capacity, digital transformation is inevitable. To ensure the most efficient use of capital, businesses need to thoroughly research available core technologies and choose the approach that offers the best strategic advantage.

Impact of Limited Transparency and Delayed Digitalization

Lower-than-expected valuations: due to insufficient data and fragmented legal documentation, investors apply higher risk adjustments. Many companies report receiving valuations 20–40% below expectations.

Longer due-diligence timelines: in developed markets, OOH due diligence typically lasts 6–10 weeks. In Vietnam, some deals extend to 3–6 months due to the need to verify legal documents for each location and request additional audits.

Missed access to major funds: investors from Singapore, Hong Kong, and Japan prioritize companies with strong governance, comprehensive measurement data, and clear expansion plans. Without meeting these standards, businesses miss out on funds that can provide both capital and strategic value.

Report by Team OIP: Tuan Anh – Nhu Phu (Vicky)

Vietnam’s out of home (OOH) advertising market is entering a new growth phase. According to OIP, OOH spending is expected to grow by eight to ten percent each year, with the digital out of home (DOOH) segment forecast to expand the fastest thanks to rapid urbanization and high traffic flows in Hanoi and Ho Chi Minh City.
However, despite stable market growth, valuing OOH businesses in Vietnam often faces many challenges, especially when companies enter negotiations with foreign investors.

Valuation based on future economic value

A key characteristic of the industry is that most of a company’s value is determined by its ability to generate cash flow in the years ahead, rather than the number of assets on its balance sheet. Therefore, the primary valuation method remains the ability to generate future cash flow, in which investors forecast the profit a company can produce over the next three to seven years and then discount it to the present. This places emphasis on the sustainability of revenue, the quality of location lease contracts, and the performance of each advertising site.

For traditional OOH businesses without digital assets, growth expectations are often quite limited. Most international investors only value companies that own “golden point” locations such as key intersections, highways with heavy traffic, or major commercial areas. In developed markets, traditional OOH companies achieve only one to three percent annual growth if they do not expand their location portfolio. In Vietnam, this expectation is even lower due to intense competition and rising location lease costs.

The value of LED assets depends on measurement capability and revenue transparency

While traditional assets are constrained by low growth potential, digital assets such as LED screens are valued under a completely different logic. In the USA, the UK or Singapore, companies that own DOOH systems can be valued one to three times higher than static assets thanks to the ability to sell by time slots, control broadcast content, and precisely measure impressions.

However, for LED assets to be recognized at their true value, companies must demonstrate transparency and reliability in their operational data. Factors such as impression traffic measured by an independent system, automatically stored playback logs through CMS, stable screen uptime, and revenue broken down by campaign are basic criteria required by international investors. This is why major global companies such as JCDecaux, Clear Channel or Outfront Media comply with measurement standards from Geopath in the USA or Route in the UK. Such standardization enables investors to easily evaluate performance, and therefore pay a higher valuation.

In Vietnam, the gap between international valuation standards and local market practice remains significant. Many companies lack complete data for each advertising site, have not established location based measurement models, or do not have a sufficiently strong CMS to track real time revenue. This leads to inaccurate cash flow projections and forces investors to apply a higher risk discount.

The gap between international valuation standards and practice in Vietnam

In recent M and A deals across Southeast Asia, OOH companies with transparent management systems often achieve EV to EBITDA multiples from six to nine times. In contrast, companies lacking detailed data are valued only at three to five times EBITDA, twenty five to forty percent lower than initial expectations. This is the result of not having revenue breakdowns for each asset, lacking information on operational performance, and not having internationally recognized revenue records.

The lack of data standardization also prolongs the due diligence process. In mature markets, OOH due diligence typically takes six to ten weeks. In Vietnam, many deals take three to six months as investors must verify every location lease contract, check the validity of permits, and reconcile actual revenue for each screen. When information is inconsistent or not fully traceable, legal risks increase, prompting investors to reduce their offer price or delay the transaction.

Impact on fundraising capability and business prospects

As regional competition intensifies, especially from funds in Singapore, Hong Kong and Japan, the ability to standardize data and upgrade measurement systems is becoming a mandatory requirement for OOH companies seeking international investment. Large funds tend to prioritize businesses with sound governance, real time asset performance monitoring, and clear expansion plans based on data rather than intuition.

In summary, the valuation of an OOH company today is not centered solely on tangible assets but on its capacity to generate future cash flow, the level of digitalization of its assets, and the transparency of operational data. Companies that meet these standards will gain a significant advantage in negotiations with investors, attract higher valuations, and shorten transaction timelines.

Tuan Anh – Nhu Phu, OIP (OOH Investment Partners)

⭐ OOH is transforming.

The revenue share from pure DOOH models is rising rapidly, now accounting for over 60% of the total advertising market, indicating increased spending by brands on technology-driven advertising along with stronger measurement capabilities.

📈 In the upcoming report “Vietnam Out-of-Home Advertising Landscape and Investment Trends 2025”, OIP — leveraging data from the top 50 advertising companies in Vietnam — will provide readers with a deep financial perspective, including:

• Revenue and profitability of leading OOH companies, analyzed by business model.
• Gross margin and net profit comparisons across different groups of companies.
• Investment shift trends within the OOH industry for 2025–2027 — identifying which regions and business models are attracting the most investor interest.

The chart above offers a sneak peek into the revenue trajectory of OOH companies, showcasing the industry’s impressive growth over the past three years.

Contact OIP today to register early and receive pre-order privileges!
📧 Email: nhu.phu@shojiki.vn or nhu.phu@oohinvestment.com
📞 Hotline: (+84) 926 263 079 – Ms. Như (Vicky)
🌐 Website: oohinvestment.com

The Out-of-Home (OOH) advertising industry in Vietnam is undergoing rapid transformation — from regulatory frameworks and local/international trends to the growing wave of M&A activities.

This report will provide:

• A comprehensive overview of the industry’s history and development
• Key legal frameworks and regulations to understand
• The latest trends in Vietnam and globally
• M&A market analysis and investment recommendations

📩 The report will be officially released soon. OIP is now opening pre-orders for organizations and individuals interested in the OOH sector and investment trends.
During the completion process, all revisions and updates will be announced in advance to registered participants.

Contact OIP today to register early and receive pre-order privileges!
📧 Email: nhu.phu@shojiki.vn or nhu.phu@oohinvestment.com
📞 Hotline: (+84) 926 263 079 – Ms. Như (Vicky)
🌐 Website: oohinvestment.com

The companies entered into an exclusive multi-year partnership with Ara and with the Metropolitan Taxicab Board of Trade (MTBOT) and Creative Mobile Media (CMM), a division of Creative Mobile Technologies (CMT). MTBOT is the largest yellow taxicab association in New York City. Through this partnership, SOMO will have access to up to 5,500 taxicabs to display advertising on top, currently representing over 65% market share of the total taxi tops in the city.

Through their partnership, the companies will jointly scale the digital car top ad network to the top U.S., Latin American and European markets with the goal of reaching more than 20,000 globally active displays. In addition to growing the size of the network, the companies are collaborating on next-generation car top display technology with a focus on sustainability and richer real time data for advertisers and city partners.

“NYC’s taxi top advertising displays may be the most iconic and ubiquitous DOOH product in the United States,” said Gabriel Cedrone, CEO of GPO Vallas. “Through our partnership with Ara and the MTBOT, we are thrilled to bring our expertise together with our DNA of sustainability to create SOMO, the new branding for our car top network.”

Unlike traditional OOH advertising displays which have fixed locations, Ara’s car top digital car top displays are the industry benchmark for a new class of “moving out-of-home media” (MOOH) that empower advertisers’ to meet their target audience where they are with real time day-part and hyper-local targeting.

“MOOH is experiencing a breakout moment,” said Jeff Cripe, CEO of Ara Labs. “We are excited to partner with GPO Vallas, whose 24+ years of OOH experience and leadership will be instrumental in growing Ara’s car top network from the largest in NYC to the largest in the world.” Ara’s car top network is already utilized by brands such as WalMart, Starbucks, FanDuel, Chase, and Louis Vuitton. GPO Vallas will double-down on sales efforts to U.S. based clients across all sectors as well as introduce the car top platform to its client base of international advertisers. The companies today announce that GPO Vallas’s US sales efforts will be led by Chief Revenue Officer and digital-out-of-home industry veteran Jamie Lowe.

“I am honored to be working alongside Ara Labs, MTBOT, and the tremendous team we have at GPO Vallas.” said Jamie Lowe, CRO of SOMO. “Delivering valuable content to consumers, dynamic advertising to brands, and improving lives in cities is something I am passionate about and have deep experience with. NYC’s car top displays are one of the most famous and recognizable formats in the world, and mobile media is one of the most effective and efficient media forms to target consumers where they live, work, shop, dine, and play.”

“Car top advertising displays are a tried and tested media format which provide tremendous reach, frequency, and value.” added Jamie Lowe, CRO of SOMO. “Now having the ability to layer in GPS, geo-targeting, dynamic capabilities, and the ability to be contextually relevant in neighborhoods and cities allows marketers to further bring digital experiences to the physical world.”

“The partnership between MTBOT, CMM, Ara Labs, and GPO Vallas represents a major investment in the future of yellow taxicabs and the broader advertising landscape. By combining our extensive experience in the taxi industry with cutting-edge technology and global reach, we are delivering an unparalleled offering for advertisers. This collaboration not only enhances the visibility and impact of yellow cabs in NYC but also reinforces their enduring value as an integral part of the city’s vibrant transportation ecosystem,” said Ron Sherman, President of the Metropolitan Taxi Board of Trade (MTBOT).

The companies were advised by Sheldon Silverman and Stephen Freitas of OOH Capital, the leading global OOH consultancy. “This is a very exciting evolution of the MOOH Media vertical”, says Sheldon Silverman. “Both GPO Vallas and Ara are leaders in their fields and their shared desire to drive sustainability and responsible corporate culture for social good is highly synergistic and a cornerstone to the partnership”

Whether the goal is to acquire a Mittelstand champion, entering the German market, or executing a cross-border deal, a disciplined and localized approach is critical from our experiece in Mid-market M&A. When executing a best-in-class M&A process in the German speaking region in Europe the following points are important:

1. Define Clear Objectives: Think Long-Term

In contrast to some other markets, in the German market, M&A strategies tend to emphasize long-term value creation over short-term financial gains. Buyers and sellers often prioritize partnerships that align with their strategic goals, cultural values, and operational strengths.

• For Buyers: Ensure the target supports your market entry, technology expansion, or operational scalability goals. Synergy potential—particularly in engineering, technology, or manufacturing—plays a significant role.
• For Sellers: German founders, particularly those in the Mittelstand, often look for buyers who will safeguard their tradion, legacy and employee welfare. Highlight your commitment to long-term stability when engaging sellers.

This alignment of purpose not only facilitates negotiations but also helps post-deal integration succeed.

2. Understand the Regulatory Environment

Germany’s regulatory framework for M&A is strict, particularly for deals involving sensitive sectors (e.g., defense, technology or healthcare). Government approval is often required for acquisitions by non-EU buyers in certain industries.

• Antitrust Approvals: Transactions that could create a dominant market position require clearance from the German Federal Cartel Office (Bundeskartellamt).
• Foreign Investment Reviews: Deals involving foreign investors may face additional scrutiny, particularly for companies operating in critical infrastructure or advanced technology.

We highly recommend to engage experienced local legal advisors early in the process to navigate these complexities and avoid delays.

3. Prepare Diligently: The German Mittelstand Way

German companies, particularly Mittelstand firms, value preparation and precision. Buyers need to understand the target’s unique characteristics, while sellers must present a clear and trustworthy picture of their business.

• Buy-Side: Build a robust investment thesis that considers the target’s industry-specific challenges, technological expertise, and customer relationships. Mittelstand firms often excel in niche markets, so assess the scalability of their core competencies globally.
• Sell-Side: Assemble a well-organized data room with accurate and transparent financials, operational insights, and legal documentation. German sellers place high importance on professional and thorough documentation, as it reflects the integrity of their business.

Cultural sensitivity is also critical. Taking the time to understand the business culture—often formal and risk-averse—will make a strong impression on German sellers.

4. Engage the Right Team

In the German M&A market, trust and relationships are paramount. Having the right team—both internal and external—can make or break a deal.

• Local Advisors: Work with German advisors such as CDI Global (Saxenhammer in Germany or CDI Global offices in Austria or Switzerland) who understand the market nuances, regulatory environment, and cultural expectations.

• Cross-Border Expertise: If the deal involves foreign buyers or sellers, ensure your team includes advisors experienced in bridging cultural and legal differences.
• Internal Stakeholders: Mobilize key internal teams, including finance, legal, HR, and operations, to provide input during due diligence and integration planning.

A strong local presence and relationships with German advisors and intermediaries will help build trust and credibility.

5. Conduct Deep Due Diligence

The German market is known for its emphasis on quality and compliance. Due diligence must reflect this, going beyond the financials to uncover operational, legal, and cultural risks:

• Operational Excellence: Many Mittelstand companies have deep expertise in niche industries. Assess the scalability and resilience of their operational processes.
• Legal Compliance: Germany has stringent labor laws and contractual regulations. Review employment agreements, pension liabilities, and collective bargaining agreements carefully.
• Cultural Fit: For buy-side deals, evaluate the cultural alignment between the buyer and the target. Employee loyalty and customer relationships are often tied to a company’s identity, making cultural integration critical.

Leveraging local expertise and conducting site visits is often necessary to fully appreciate the company’s operational nuances and employee dynamics.

6. Valuation: Balance Science and Legacy

Valuation in the German market is often not purely financial. For many Mittelstand sellers, intangibles such as employee welfare, reputation, and customer relationships are significant.

• Revenue Multiples: For industrial and manufacturing firms, revenue multiples typically range from 0.8x to 1.5x, while higher-growth sectors like technology and software can command significantly more.
• EBITDA Multiples: Valuations in traditional industries often range from 5x to 10x EBITDA, with larger firms or those in attractive industries fetching the higher end of the range.

Communicate your understanding of the company’s value beyond the numbers. This can build goodwill, especially when negotiating with family-owned businesses.

7. Negotiations: Respect Tradition and Relationships

German sellers often prefer buyers who respect their legacy and can maintain stability for employees and customers.

• Focus on Transparency: German sellers value straightforward, honest discussions. Avoid aggressive negotiation tactics that might erode trust.
• Demonstrate Commitment: Highlight your long-term vision and your commitment to maintaining the company’s strengths, particularly its workforce and customer relationships.
• Be Patient: Negotiations in Germany often take longer, as sellers and advisors carefully evaluate all terms. Patience and respect for due process are critical.

8. Plan Integration from Day One

The success of an M&A transaction in Germany depends heavily on post-merger integration (PMI). This is particularly true in the Mittelstand, where relationships and operational continuity are essential.

• Cultural Integration: Address differences in work culture proactively. German employees often value structure, stability, and clear communication.
• Customer Retention: Mittelstand firms frequently have deep relationships with key customers. Ensure that the transition preserves these relationships.
• Operational Synergies: Identify and execute synergies without disrupting day-to-day operations.

Start planning integration during due diligence to ensure a seamless transition post-deal.

9. Mitigate Risks

The German market places a strong emphasis on compliance and risk management. Mitigate potential risks early, including:

• Regulatory Delays: Engage regulators proactively to address any concerns.
• Employee Retention: Implement retention plans for key employees, as they are often critical to the company’s success.
• Reputation Risks: Maintain open and transparent communication with stakeholders to protect the company’s reputation during the process.

10. Leverage Technology

Digital tools can significantly enhance the M&A process in Germany:

• Virtual Data Rooms: Streamline document sharing and collaboration with secure platforms.
• Analytics Tools: Use advanced analytics to model deal scenarios and synergies.
• Integration Software: Track integration milestones and measure synergy realization post-deal.

From our experiece, technology not only accelerates the process but also helps ensure compliance and data security—key priorities in the German market.

Final Thoughts

Executing a best-in-class M&A process in Germany requires more than financial acumen. It demands cultural sensitivity, a long-term perspective, and a commitment to excellence at every stage. By respecting the traditions and values of the German business landscape while applying global best practices, you can build trust, close deals successfully, and create lasting value.

Are you preparing for an M&A transaction in Germany? Share your thoughts or challenges in the comments below! Let’s start a conversation about how to navigate this unique market effectively.

By Nicholas Hanser, CDI Global Member, Germany

Such situations are of course often encountered in the software edition business, and we would like to share a recent case CDI Global France experienced with a client, the lessons learned and some advice to business owners.

A company on the verge of failure

Our case company -which asked to remain unnamed- was a software editor created 13 years ago and operating in the field of smart office solutions; after achieving self-financed commendable success and developing a solid customer base with many French blue chips, they opted to pursue growth through international development with an indirect model (added-value resellers

At the same time, they decided to support an enhanced and accelerated product roadmap through a significant increase of their product group headcount

Their uninterrupted fully self-financed organic growth history was however brutally disrupted by the Covid crisis that substantially decreased their cash generation; they unsuccessfully attempted to raise funds, while keeping incrementing expenses to secure R&D output and human resources. For lack of support from their banks, company ran out of cash.

They turned to CDI Global for help and we were glad to offer our support. We put together a team of three partners of CDI Global Paris office: a software business specialist, a turnaround manager and an M&A specialist, each with more than 30-year experience in their field. After a quick assessment of the current situation of the business, especially its very immediate tough constraints vs its still strong potential for development, the team could quickly propose a comprehensive stepped approach

What CDI Global did, in 5 steps

• 1st step – searching worldwide (through our international local CDI Global offices) for potential in bonis buyers in France, Europe and North-America for the company, which could easily be identified as a gem in need of cash. Interests confirmed through 2 non-binding Letter Of Intents (LOI) from a North-American and a French companies signed within a couple weeks. Both however renounced due to the deteriorated financials and the clear need to implement a restructuring plan to bring the company back to cash neutral operation.
• 2nd step – establishing an in-depth diagnosis of the difficulties encountered by the company. Overinvestment in resources (both human and financial) at the wrong time and inadequate operational management in a long-standing crisis situation.
• 3rd step – bringing company management to decide and restructure the company, with our strategic and operational support: -30% payroll expenses within a few weeks, management model change and cash management set as an overarching priority.
• 4th step – resuming contacts with potential buyers after 3 months of restructuration starting to show its positive impact, thanks a more attractive outlook. 2 LOI signed with two French acquirers, exclusive negotiations entered with one of them. Better perspective, yet the company went into cessation of payments due to unrecovered receivables from the French State.
• 5th step – supporting the company in their switch to a “pre-packaged”, Commercial Court ruled, transaction mode, with full sell-side assistance to optimize transaction conditions with 8 candidate acquirors participating in the process. Most of the assets of the Company and almost all its employees were finally taken over by the one company chosen by the Court over the 7 other candidates.

Our approach and specific contribution

• A client-company-centric approach: prioritize the interests of the company and protect its future, open several options given the lack of visibility and the complexity of the situation:
  • Seek both industrial and financial investors, rather than recommending an immediate collective procedure (which could have been justified because of the cash-strapped situation at the start of our assignment)
  • Propose and initiate a restructuration plan right after the failure of the initial search for investors, rather than immediately triggering a collective procedure.
  • Contribute to bringing a pre-packaged transaction to fruition rather than triggering a simple bankruptcy filing and hoping for the best recovery procedure that would have resulted in an auction for individual assets and the layoff of most of the employees.
• Mobilization of CDI Global’s capacity to identify and contact numerous potential buyers on three continents within a couple weeks: 75 potential buyers identified, 45 contacted, 22 out of 7 countries expressing an early interest.
• Building a trust-based relationship with client company shareholders and managers, the ensuing intimacy enabling us to quickly develop a deep understanding of company operation intricacies and give tough-to-hear advice.
• Leveraging our expertise palette in the software sector, company management and finance to support the company in the design and management of a relevant restructuring plan.
• End-to-end supporting the preparation and implementation of a pre-packaged transaction.

Lessons learned and useful reminders

The seller’s advisor must constantly ensure that the former permanently keeps in mind several fundamentals:

• Anticipate: finding a strategic or financial buyer is a months-long process that should not be carried out under the threat of cash exhaustion. A running, conservative 12-month cash flow forecast is a basic instrument to perceive the first warning signals and trigger action.
• It is the buyers who best identify the elements of value of the company (and they can be different from buyer to buyer), not the seller.
• “Time is the essence” in a transaction process when cash flow is tight and being straightforward with potential buyers for both positive AND negative information avoids losing precious time. No matter how well-dressed and made-up the bride is, the transaction ought to be based on naked truth.
• At the end, the true value of a company is that on the bank check which substantiates its acquisition, not the result of a Discounted Cash Flow model, no matter how sophisticated.

The role of the seller’s advisor is essential for:

• Expand the field of potential buyers, beyond the obvious and beyond borders.
• Adequately communicate and prepare the sale: financial and strategic investors cannot be treated identically but both must be quickly informed of any new development in order to build up their trust in the process and the target.
• Identify the real motivations of potential strategic buyers, which can be very diverse: contribution to turnover, additional product offer, technical expertise, client base extension, etc.
• Foster competition between buyers.
• Listen to the feedback of interested investors who however do not make an offer: they indicate the path to follow to optimize the sal.
• Support the seller at all times in the process, enabling proper decision-making while they are also managing their business on a daily basis.

Cash flow is always the key element in the growth and survival of a company as demonstrated by numerous examples from SMEs to large international concerns and anticipating its evolution is an absolute requirement.

A solid and competitive offer, a large and loyal customer base and an agile and aligned management team opening up numerous development options are however THE key to the future of any company.

CDI Global with its diverse deeply connected international team of industry experts, seasoned ex-senior executive managers and M&A specialists is able to assist their clients all the way as soon as they detect a future need for cash injection, using our skills and experience to advise them.

By: Thierry Gibert and Gerard Payen, CDI Global Partners

Tuy nhiên, với sự thay đổi nhanh chóng của công nghệ và môi trường quảng cáo, OOH đang trải qua sự biến chuyển khá nhanh chóng. Xu hướng chuyển dịch từ OOH sang dOOH (Digital Out-of-Home), programmatic OOH (pOOH) và Performance OOH (POOH) đánh dấu một bước tiến quan trọng trong ngành quảng cáo ngoài trời và đã tạo ra những cơ hội mới hấp dẫn cho người làm marketing số.

1. Chuyển đổi từ OOH sang dOOH (Digital Out-of-Home)

OOH (quảng cáo out-of-home), được hiểu trong bài này là các hình thức quảng cáo truyền thống cố định như biển bảng căng bạt hiflex, decal,…

DOOH (digital OOH), các loại hình quảng cáo trên thiết bị điện tử, nổi bật là màn hình led ngoài trời và LCD/digital frame. Đặc điểm của DOOH là chạy được các file TVC, và có thể kết nối internet.

pOOH (programmatic OOH) là các loại hình DOOH được kết nối thông qua phần mềm và lập trình để hiển thị nội dung. Các nội dung đó có thể là theo vị trí, theo thời gian, theo thời tiết,…

POOH (performance OOH) là loại hình quảng cáo OOH hầu hết là DOOH chỉ tính phí khi bán được hàng cho nhãn hàng chạy quảng cáo. Thuật ngữ performance marketing được sử dụng khá thường xuyên trong lĩnh vực quảng cáo online.

Các màn hình điện tử DOOH; Nguồn: shojiki

2. Programmatic OOH (pOOH)

Trong thời đại kỹ thuật số, quảng cáo ngoài trời không chỉ là một hình thức cố định mà còn trở nên động, tương tác và thời gian thực. Programmatic OOH là một trong những xu hướng đang làm thay đổi cách quảng cáo OOH được mua và hiển thị.

Programmatic Out-of-Home (OOH) là việc sử dụng công nghệ tự động hóa để mua, bán và triển khai quảng cáo ngoài trời thông qua các nền tảng số hóa. Nó cho phép việc đặt quảng cáo dựa trên dữ liệu thời gian thực, thông tin về đối tượng mục tiêu và điều kiện môi trường, tối ưu hóa hiển thị quảng cáo để đạt được kết quả tốt nhất.

Tối ưu hóa quảng cáo: Thay vì phải mua các vị trí quảng cáo trước, Programmatic OOH cho phép bạn mua chúng trong thời gian thực, dựa trên dữ liệu và thông tin về đối tượng mục tiêu. Điều này giúp tối ưu hóa chi phí và hiệu quả quảng cáo.

Chỉnh sửa quảng cáo theo thời gian thực: Bạn có thể thay đổi nội dung quảng cáo trong khi chiến dịch đang chạy, điều này có nghĩa là bạn có thể phản ánh các sự kiện hoặc thay đổi trong thời tiết một cách nhanh chóng.

Programmatic OOH có khả năng thích nghi với thời tiết, ngày lễ và sự kiện đặc biệt. Điều này tạo ra sự linh hoạt và hiệu quả trong việc quản lý chiến dịch quảng cáo OOH.

Case Study: Burger KingNguồn: internet

Burger King đã triển khai một chiến dịch Programmatic OOH tại nhiều điểm bán hàng khác nhau với thông điệp cá nhân hóa. Họ sử dụng dữ liệu địa lý và thông tin về thời tiết để điều chỉnh thông điệp quảng cáo tại từng địa điểm cụ thể. Ví dụ, khi thời tiết lạnh, các quảng cáo có thể tập trung vào các món ăn nóng. Điều này giúp tăng cường tương tác với khách hàng trong điều kiện thời tiết cụ thể, tạo sự kết nối hơn và tăng hiệu suất quảng cáo.

3. Performance OOH (POOH)

Performance Out-of-Home (OOH) là việc đánh giá hiệu quả của quảng cáo OOH dựa trên các hành động gắn với việc bán được hàng hóa (hoặc hành động điền form mua hàng).

Các hành động này thông thường diễn ra theo hai cách. Một là thực hiện tại điểm quảng cáo thông qua tương tác với thiết bị máy móc/nhân viên. Hai là người dùng tương tác với QR code, và thông qua trình duyệt web/ứng dụng đăng ký mua hàng hoặc mua hàng.

Nguồn: internet

Thông qua đó, nhãn hàng có thể tính toán chính xác hệ số ROI (return on investment) khi bỏ chi phí quảng cáo ngoài trời.

Lưu lượng chân: Bạn có thể theo dõi số lượng người đi qua quảng cáo và xem xét tầm ảnh hưởng của nó.

Tăng hiệu suất thương hiệu: Điều này liên quan đến việc đo lường tăng trưởng thương hiệu sau khi quảng cáo được hiển thị.

Tỷ lệ chuyển đổi: Bạn có thể theo dõi bất kỳ hành động hoặc chuyển đổi cụ thể nào được thực hiện sau khi một người xem tiếp cận quảng cáo.

Nói cách khác, Performance OOH giúp bạn hiểu rõ hơn về cách quảng cáo OOH ảnh hưởng đến doanh nghiệp của bạn. Thay vì chỉ dựa vào cảm giác, bạn có số liệu thống kê cụ thể để đánh giá hiệu suất và thấy rõ giá trị của quảng cáo OOH.

Case Study: Sử dụng wifi marketing, Led hiển thị quảng cáo để khách hàng quét QR code hoặc kết nối wifi để nhận Voucher giảm giá sử dụng tại cửa hàng.

Nguồn: shojiki

Ông Đỗ Phú Quý (O2O Manager) chuyên triển khai các chiến dịch Online 2 Offline (O2O) cho biết: chỉ một thời gian ngắn triển khai chiến dịch với một số nhãn hàng đã có hàng trăm đơn hàng, Shojiki đã chứng minh được hiệu quả quảng cáo qua wifi, màn hình LED trong việc thúc đẩy doanh số bán hàng.

4. Kết luận:

Xu hướng chuyển đổi từ OOH sang dOOH, Programmatic OOH và Performance OOH đánh dấu một sự chuyển đổi đáng kể trong ngành quảng cáo ngoài trời, có thể giúp tăng hiệu quả banner location tới 127% khi kết hợp OOH (theo số liệu từ Hiệp hội quảng cáo ngoài trời Thế Giới được tổ chức tại Bali tháng 11/2023). Chúng tạo ra sự linh hoạt, tính tương tác và khả năng theo dõi hiệu suất mà OOH truyền thống không thể cung cấp. Điều này đồng nghĩa với việc người làm digital marketing có nhiều cơ hội hơn để tạo ra các chiến dịch quảng cáo hiệu quả và đo lường giá trị thực sự của chúng.

Nhưng không phải tất cả các chiến dịch quảng cáo OOH cần phải áp dụng tất cả các xu hướng này. Quá trình chuyển đổi cần phải linh hoạt và dựa trên mục tiêu. Bằng cách sử dụng dOOH, Programmatic OOH và Performance OOH một cách thông minh, bạn có thể tạo ra những trải nghiệm quảng cáo ngoài trời độc đáo, tương tác và có hiệu suất cao cho thương hiệu của mình. Đặc biệt, tại Việt Nam đang cấm kết nối các màn hình quảng cáo với internet khiến cho việc kiểm thử các hình thức mới gặp cản trở, thiết nghĩ rằng nhà nước nên có các đề án cho phép kết nối để phát triển ngành trong tương lai.