Marketing Magazine SG - Apr 2014 by Marketing Magazine Group

MARKETING MAGAZINE SINGAPORE EDITION

THE ART & SCIENCE OF CONNECTING WITH CONSUMERS

SINGAPORE

APRIL 2014

marketing-interactive.com

APRIL 2014

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LOOK INSIDE FOR THE CURE.

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ED’S LETTER ................................................................................................................................................................................................................

Elizabeth Low, Deputy Editor elizabethl@marketing-interactive.com Rezwana Manjur, Senior Journalist rezwanam@marketing-interactive.com Editorial – International Matt Eaton, Editor (Hong Kong) matte@marketing-interactive.com Oliver Bayani, Editor (Philippines) oliverb@marketing-interactive.com Production and Design Shahrom Kamarulzaman, Regional Art Director shahrom@lighthousemedia.com.sg Fauzie Rasid, Senior Designer fauzier@lighthousemedia.com.sg Advertising Sales – Singapore Che Winstrom, Sales Manager chew@marketing-interactive.com Mercy Soh, Senior Account Manager mercys@marketing-interactive.com Johnathan Tiang, Account Manager johnathant@marketing-interactive.com Trina Choy, Account Manager trinac@marketing-interactive.com Yuru Wong, Account Manager yuruw@marketing-interactive.com Advertising Sales – International Josi Yan, Sales Director (Hong Kong) josiy@marketing-interactive.com Events Yeo Wei Qi, Head, Events Services weiqi@marketing-interactive.com Marketing June Tan, Regional Marketing Executive junet@lighthousemedia.com.sg Finance Evelyn Wong, Regional Finance Director evelynw@lighthousemedia.com.sg

“When the CEO says, ‘prove to me that my $25 million investment is going to get me $50 million of profit’, that’s when most marketing people scratch their heads,” said Chris Wei, former CMO and current CEO of Great Eastern Life Assurance. He framed the situation bluntly: “Sometimes you can’t link (marketing efforts) directly with revenue streams or profit, but you can certainly link it to leading indicators.” The way marketing has evolved, you know you can’t take analytics lightly. At Marketing magazine, we organised our first Analytics Interactive conference this year. This conference was about those indicators Wei referred to. The event brought together a panel of experts from all corners of the industry, including leading client marketers and agency heads, software vendors and analytics solutions providers. Now it’s an undisputed fact digital has made marketing much more measurable and those indicators Wei referred to are more than just proxies – marketers can now, in fact, quantify the impact their activities have on the bottom line far more accurately than before. Doing so, however, is complicated. This area of marketing is in its nascence and finding qualified people to run your analytics capabilities; the right software vendor at a reasonable price; and reorganising your marketing processes to incorporate analytics at every step are only some of the challenges marketers will face.

A few trends were identified at the event. Brand marketers are moving away from “vanity metrics”. All agreed there was a need for more engagement-based measurement, but a lot of businesses still struggle to justify investment and resources with no ROI metrics. Customer segmentation and targeting are still a challenge as is catering content to meet the needs of those segments. Even in cases where brands had developed a clearly defined analytics framework, corelating the metrics back to tangible business metrics such as revenue and profitability are clearly lacking. These are just some of the many issues. (Read more about them in the coming pages.) Marketers need to start small and cut through all the noise around big data. As Ashwin Malshe, assistant professor of marketing at ESSEC Asia Pacific, said at the event: “Big data is a construct of large software enterprises. Companies need not get overwhelmed by the hype. They need to start small and that process can start in Excel; it need not be complicated.” Enjoy the issue. Photography: Stefanus Elliot Lee – www.elliotly.com; Makeup & Hair: Mic Makeover using Make Up For Ever & hair using Sebastian Professional – www.michmakeover.com

Editorial Rayana Pandey, Editor rayanap@marketing-interactive.com

MARKETING HAS BECOME MEASURABLE

Management Søren Beaulieu, Publisher sorenb@marketing-interactive.com Tony Kelly, Editorial Director tk@marketing-interactive.com Justin Randles, Group Managing Director jr@marketing-interactive.com

Marketing is published 12 times per year by Lighthouse Independent Media Pte Ltd. Printed in Singapore on CTP process by Sun Rise Printing & Supplies Pte Ltd, 10 Admiralty Street, #06-20 North Link Building, Singapore 757695. Tel: (65) 6383 5290. MICA (P) 180/03/2009. For subscriptions, contact circulations at +65 6423 0329 or email subscriptions@marketing-interactive.com. COPYRIGHT & REPRINTS: All material printed in Marketing is protected under the copyright act. All rights reserved. No material may be reproduced in part or in whole without the prior written consent of the publisher and copyright holder. Permission may be requested through the Singapore office. Disclaimer: The views and opinions expressed in Marketing are not necessarily the views of the publisher. Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01 See Hoy Chan Hub, Singapore 118519 198755 Tel: +65 6423 0329 Fax: +65 6423 0117 Hong Kong: Lighthouse Independent Media Ltd Unit A, 7/F, Wah Kit Commercial Building 302 Des Voeux Road Central, Sheung Wan, Hong Kong Tel: +852 2861 1882 Fax: +852 2861 1336 Malaysia: Suite 11.7 11F Bangunan Yee Seng, 15 Jalan Raja Chulan, Kuala Lumpur 50200, Malaysia Tel: +60 3 2072 0355 Fax: +60 3 2072 0395 To subscribe to Marketing magazine, go to: www.marketing-interactive.com

Rayana Pandey Editor

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CONTENTS FEA TU R ES 12 SEVEN OBSTACLES TO FOSTERING AN ANALYTICS-DRIVEN CULTURE The barriers to creating a truly analytics-driven culture in any organisation debunked. Rayana Pandey writes.

14 MAKING YOUR BUSINESS ANALYTICS-DRIVEN IS CHEAPER THAN YOU THINK Brands break down how to use and train staff in the big data era – and how it can actually be easy. Elizabeth Low reports.

18 MARKETING FAST-FOOD AND TOBACCO TO GET TOUGHER The Ministry of Health has set deadlines to curb unhealthy food marketing to children, and the ban of tobacco display ads. Elizabeth Low reports..

22 CMOS UNDER THE MAGNIFYING GLASS What are some of marketers’ pain-points when it comes to analytics? Marketing in this edition explores some solutions that make ROI achievable.

A study has identified three main types of CMOs. Who’s adding most to the financial bottom-line? Elizabeth Low asks.

24 PROFILE: HTC’S SIRPA IKOLA HTC is splashing out in a costly effort to make its brand likeable. Can it become the brand of choice? Rezwana Manjur asks HTC’s Southeast Asia marketing lead Sirpa Ikola.

OPINIONS

DE PA RT M E N T S

16 AD WATCH/WEB WATCH

4 NEWS

Addiction Advertising’s Thong Chew Fatt praises Coca-Cola’s “Happiness Creator Machine”; while PurpleClick Media’s Leonard Tan gives Hertz’s website full marks.

STB hunts for a pitch consultant; BMW Asia calls for a regional creative pitch; Marina Bay Sands settles media pitch; SPH restructures; plus more

17 DIRECT MAIL CASE STUDY 28 BRAND HEALTH CHECK: REEBOK What does adidas stand to gain following Reebok’s revamp?

Citibank draws consumers to new credit card signups by appealing to their wanderlust.

SCAN TO SUBSCRIBE!

17 12 KEY TAKEAWAYS: >> How to take on analytics for your business. >> Leadership styles of CMOs analysed. >> HTC’s brand strategy.

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NEWS

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WANT MORE BREAKING NEWS? SCAN THE CODE TO FIND OUT WHAT’S GOING ON IN THE INDUSTRY.

A watchful eye The Singapore Tourism Board (STB) is in the midst of looking for an agency consultant. The consultant will help the board conduct a two-way performance evaluation between STB and its appointed creative, media, digital and digital production agencies. The consultant will have to monitor and determine annual scope and fees, and assist with year-end fee closure and manage pitches if required. Sharing the joy Singapore Airlines brought its newly designed ﬁrst-class, business class and economy class cabins at the Glorietta 2 Activity Centre to let Filipinos experience the airline’s renowned amenities. Once a privilege for big spenders, Filipinos were able to sit on the ultra-comfortable seats, enjoy the full HD screens installed in each cabin and stretch their legs on the ﬂat-bed seats.

A new beginning BMW Asia called a pitch looking for a creative agency. The pitch is for the Southeast Asia region and is being handled by marketing consultants R3. R3 conﬁrmed its involvement with the pitch. BMW appointed Y&R its creative agency in November 2012 and the contract took effect from 2 January 2013. The ﬁnalists for the last round of reviews included Publicis Worldwide.

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A group partnership Groupon launched Groupon Partner Network (GPN), a proprietary local e-commerce afﬁliate marketing platform, designed to help online publishers monetise their online presence through the promotion of Groupon deals. Through a suite of publishing tools, including re-targeting, GPN distributes relevant Groupon deals across partner websites and apps. GPN is available in more than 30 countries, including Malaysia, Singapore, Australia, New Zealand, Hong Kong, Thailand and Philippines.

A juicy affair Sony Entertainment Television launched a campaign creating 3D larger-than-life juice cartons measuring up to 2.9m at key locations in the Central Business District, Serangoon Central and Holland Village. This is a campaign to promote season two of its American country music drama, Nashville, upcoming new medical drama series, The Night Shift, and the latest season of the reality culinary competition, Cupcake Wars. Restructured and reshufﬂed Singapore Press Holdings (SPH) restructured its operations. The company said a total of 300 jobs were removed and 70 new ones were added, mostly in the digital arena. However, only 10 of its staff were eventually retrenched, said SPH. SPH CEO Alan Chan said the company reviewed each staff member on an individual basis.

Reaching the party crowd Motive Media, a nightlife media network for venues and events, launched in Singapore. Motive Media’s launch is aimed at helping create the link between brands and partygoers. It has secured media spaces in popular club locations such as The Vault, ky , Dom and Timbre. The ﬁrm’s existing clients include Cognac Croizet, McLaren, Volvo, DQ Vodka, Jabra, SINGHA and SingTel. An updated offering Amobee updated its Amobee platform with the addition of Amobee LTV which enables advertisers, publishers and app developers to gain insights into mobile app customer bases. Amobee LTV aims to get detailed insight on mobile app users and directly engage and re-engage app users to increase ROI. The platform provides a user-friendly holistic view of what users are doing with multiple apps.

Bringing more joy SilkAir launched a new brand campaign promoting the joy of flying. Moving away from the idea of travel as being purely transactional, the campaign focuses on how the regional carrier creates enjoyable journeys. Called “A Joy to Fly”, the campaign aims to emphasise the benefits SilkAir flights offer. The ads were created in conjunction with SilkAir’s 25th anniversary.

SingTel’s press storm SingTel found itself in the midst of another PR storm after the latest comments by CEO Chua Sock Koong on charging over-the-top players such as WhatsApp and Skype drew an avalanche of online protests. A SingTel spokesperson clariﬁed that SingTel was not planning to charge consumers separately for WhatsApp or Skype, but was calling on regulators to let telcos charge such players for using their networks.

For the nation Ministry of Defence (MINDEF) is looking for creative and media agencies for its Republic of Singapore Air Force, Republic of Singapore Navy and The Singapore Army marketing campaigns. Marketing understands there are three separate pitches for the creative account that will be launched concurrently. The contract period is usually for two years. MINDEF declined to comment further on the development. Time for a holiday? Skyscanner kicked off its ﬁrst integrated marketing campaign, “Go Anywhere and Everywhere”, with a consumer competition that offered winners free holidays to numerous destinations across the world. Through this campaign, Skyscanner aimed to raise awareness of its brand and how it makes planning for travel easy. Skyscanner’s agencies on the campaign were Leo Burnett, Havas Media and IN.FOM for creative, media and PR respectively.

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NEWS

Digitally advanced SilkAir appointed Tribal Worldwide Singapore its digital agency. The appointment is for a period of two years and is for the Singapore market. SilkAir previously worked with Mindshare as its digital agency. Its creative is held by DDB, and its media buying duties by OMD. Moving forward the agency will promote its brand online and increase its fan base.

Healthy distractions? SAFRA copped some ﬂak for an ad which depicted a woman at the gym working out being ogled by two men behind her also working out. The ad runs with the headline: “A great workout, good friends and some healthy distractions. ” A SAFRA spokesperson said it would not be reshooting the ad or pulling it down. The ad was created by creative agency Xodbox.

Football fever hits SingTel secured the rights to bring the 2014 FIFA World Cup Brazil to all TV and mobile screens in Singapore. It has priced the plan where the content will be offered at no additional charge for consumers who sign up for contracts. But otherwise, those interested will have to pay a hefty price of SG$105.

The secret is out Volkswagen concluded its creative pitch appointing The Secret Little Agency (TSLA) its lead creative agency. TSLA will drive integrated marketing functions alongside traditional through-the-line support, brand guardianship and overall creative direction of the brand for a two-year period. The incumbent for the account was The Gang. Meanwhile, Tribal DDB handles the brand’s digital duties, while MediaCom handles its media duties.

Going Pink Singapore Press Holdings (SPH) introduced a salmon-colored paper to entice advertisers. This was ﬁrst seen in My Paper in a special feature about wellness. It is the ﬁrst time SPH has showcased coloured newsprint within its newspapers. The salmon- coloured newsprint, said SPH in a statement, differentiates the feature enabling it to “command a striking presence within the regular news content.”

Cashless but happy McDonald’s Singapore launched a card payment initiative through its mobile application for food delivery. To make use of this new payment feature, customers create a onetime user account and register their Visa cards. When orders are placed, the pre-registered Visa account will be used and payment can be made.

What are the forces redefining market research? Gold Sponsors

Caught in action The Personal Data Protection Commission (PDPC) censured multiple organisations for breaching the Do Not Call Registry requirements under the Personal Data Protection Act. Investigations are underway following some 1500 complaints from the public on 580 organisations. A PDPC spokesperson declined to name the organisations, but said they were from sectors such as private education, property, banking and ﬁnance, retail, insurance and telecommunications.

Find out all about them on 27 June 2014 Grand Park City Hall Hotel,Singapore 9.00am – 5.00pm

(Registration starts at 8.00am)

Research Asia Interactive returns in 2014 and will take an in-depth look at the developments, challenges and the future of market research.

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NEWS

Out of the Clozette Singapore’s Clozette.co is open for marketing partnerships in the Philippines in response to overwhelming trafﬁc it has been getting from the island nation. Roger Yuan (pictured), CEO of Clozette, graced the launch party to formally introduce the fashion social network and its landmark partnership with E! Online, the digital platform of the popular entertainment channel E! Network, to local advertisers and content producers. Big push Independent data management platform Lotame secured US$15 million in Series D funding. The round was led by Sozo Ventures and TrueBridge Capital Partners, with substantial participation from existing investors Battery Ventures, Emergence Capital Partners and R.J. Finlay & Co. Combined with previous funding, Lotame raised a total of US$44 million. The ﬁnancing allows Lotame to accelerate the development of its innovative real-time, cross-device data platform.

Good sportsmanship MP & Silva partnered with the Badminton Asia Confederation for the exclusive worldwide media rights for its calendar of events, including the region’s premium international tournament in the Badminton Asia Championships. The rights, from 2014 to 2016, comprise the global distribution of media and covers all platforms and devices, including broadband internet and mobile, as well as betting and in-ﬂight rights.

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Milking its partnership The National Basketball Association (NBA) and dairy company Royal FrieslandCampina made a deal for a multi-year marketing partnership across Southeast Asia. FrieslandCampina activated its “Drink.Move. BeStrong” campaign to reach the NBA’s fan base in Asia. This is done through grassroots events, television and digital activities, and localised content for its customers. FrieslandCampina will provide NBA fans the opportunity to receive NBA-branded products, in-store promotions and NBA experiences.

Carlsberg appoints JWT Carlsberg Singapore retained GolinHarris to lead its corporate and internal communications and brand marketing efforts in 2014. These services encompass the brands of Carlsberg, Carlsberg Special Brew, Kronenbourg and Somersby for 12 months. Meanwhile, Carlsberg appointed JWT to handle its creative business in Malaysia, Singapore and Hong Kong after a three-way pitch. The three JWT ofﬁces will work with Carlsberg on a regional and local level.

An eye-catching experience Mediatech launched a 12 by 10 metre high-resolution LED display screen at the junction of Orchard and Cairnhill Road outside the new Robinsons mall. This screen offers advertisers a multi-sensory canvas to display their advertisements and digital campaigns through augmented reality technology. Mediatech is the exclusive media marketing partner of this new display screen. Mediatech has already lined up a list of advertisers for 2014.

Luring fresh blood The Institute of Advertising, Singapore (IAS) held its ﬁrst career fair to lure fresh talent into the Singapore ad scene. Both global and local creative agencies, media owners and marketing companies banded together to help drive the awareness. These companies included the likes of Aegis, BBDO, BBH, DDB, Grey, Havas, Leo Burnett, Lowe, McCann, MediaCorp, Ogilvy, Saatchi & Saatchi, TBWA, VML Qais and ZenithOptimedia.

Socially active The Singapore Science Centre is looking to appoint a social media agency for a period of one year with the option to extend for another for the local market. The social media duties for the Science Centre were previously handled by GolinHarris. The chosen agency will have to create marketing and science content, create contests and engage the public to get involved with the Singapore Science Centre.

Exchanging ideas Following its extension into the US market last November, independent trading desk The Exchange Lab stepped into Singapore. A spokesperson from the company said although the agency offered a different conﬁguration of services for clients and agencies, competitors included the likes of Xaxis, Accuen and AdzCentral. The Exchange Lab’s Singapore ofﬁce is headed by its sales director Chris Packman

Another Briq in the wall Local creative agency Briq expanded to Cambodia, its second office globally after first launching in Singapore four years ago. Briq International Cambodia will offer marketing and communication solutions – creative, production, digital services, strategic planning and research, content development, public relations, media and activation. Jim Goh (pictured), founder and CEO of the agency, will lead the office for now, but it is searching for a local lead.

No more grey areas KFC Singapore’s account moved from Grey after the brand decided on a new creative agency. KFC Singapore appointed Ren Partnership to be its creative agency, effective March 2014. Virginia Ng, senior marketing director of KFC Singapore, said it hoped to harness the agency’s “regional fast-food experience” to take the brand to the next level. The agency has already worked on three campaigns with KFC Singapore.

All booked up Marina Bay Sands settled its media pitch within the DentsuAegis network. It has reappointed Dentsu following a pitch involving several other agencies. Dentsu has worked with MBS since September 2011 and will be its media agency of record for Singapore, Southeast Asia and North Asia as priority markets. The account is believed to be worth between SG$10 million and SG$15 million, according to sources.

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NEWS

For the ladies TBWA\Shanghai created a platform to support the adidas women’s “all in for my girls” platform in China, with a campaign spanning TV, print, outdoor and PR. The latest spot is built on top of a campaign which ﬁrst introduced the idea of sisterhood and how sport for young Chinese women is fun, playful and social without having to be overly competitive. The campaign launched ofﬁcially on 1 March. For the youth Australia’s online and digital outof-home content platform oOH! Media launched a content platform across more than 50 universities throughout the country. The new platform by Australia’s largest outof-home media company acts like a giant digital campus where every tertiary student in the country can hang out and discuss news, views and pop culture on campus, at home or when they are out and about.

Roaring good time Yamaha Motor Vietnam appointed Dentsu Vietnam its corporate advertising and creative agency. Dentsu Vietnam is tasked with helping build greater awareness for Yamaha Motor and to revitalise the company’s brand image in the country. Dentsu Vietnam’s scope of work includes creative, media planning and buying, and event management, while leveraging on “Yamaha Motor’s ﬁve innovative brand characteristics – sporty, fashionable, fuel efﬁcient, high performance and durable”.

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Communicating to the masses Go Communications formed a partnership with Sengdara Communications in Laos, headquartered in Vientiane. The Laos partnership adds further strength to the Go Group’s network that includes ofﬁces in Thailand, Philippines, Cambodia, Sri Lanka, Japan, India and China. With ofﬁces in each of the Mekong Delta countries, The Go Group has an edge to service both international and local companies who are looking for a network.

Time for a tea break Lipton launched its new global brand campaign which encourages people to break out of their routines and embrace the present. The “Be More Tea” campaign kicked off with a 60-second spot that aired during the Academy Awards featuring the Muppets as they prepared for their upcoming movie Muppets Most Wanted. The campaign highlights the essence of the “Be More Tea” spirit.

A good chat Burberry has extended its partnership with WeChat to enhance its social and mobile presence in China. The expanded digital deal allowed Burberry followers on WeChat to watch its London Fashion Week show and hear WeChat-only audio content. Followers could also instantly personalise a digital version of the Runway Made to Order plaques with their name in English or Chinese characters.

Finding a voice Clear Scalp & Hair partnered with NBC’s The Voice competition for season six as the official haircare sponsor of the show. The multiplatform partnership includes custom content featuring personal stories of past Voice artists. Additionally, as part of the initiative, Clear Scalp & Hair will be the official title sponsor of The Voice Live Tour. A kiwi affair Havas Media Group, the global media network of Havas, formed a strategic alliance with Kiwi agency Lassoo Media. This alliance allows Havas Media Group to extend its presence in New Zealand, a market it views as important in the Asia Pacific region. As a result of this strategic alliance Lassoo will support Havas Media Group’s international requirements in the New Zealand market.

A new look Reebok is sporting a new look with its new logo. The change is its second big revamp in its 121-year history. The brand will be using the Reebok Delta symbol across all its products. The new logo will ﬁrst appear on footwear and apparel across all ﬁtness disciplines supported by Reebok, including training, running, outdoor, yoga, dance and aerobics.

A bling affair Luxury jewellery retailer Tiffany & Co. named Ogilvy & Mather Worldwide its new creative partner. A pitch for the global business started in October. Ogilvy & Mather will provide brand positioning and advertising support for Tiffany & Co. globally with creative and strategic hubs in New York and Paris. It’s not clear how the relationship will play out across Asia.

HOW MUCH DOES THAT COST?

FLOWER POWER

This Valentine’s Day, Power 98 had a fun day out as the Safra Radio Station crew hit the streets distributing flowers. The primary objective of the activation was to market the radio station and the DJs from the prime-time belts. The campaign was pulled off in partnership with Marina Bay Link Mall and Jurliss Flowers.

Through the on-ground activation, Power 98 FM aimed to reach out to its target base of PMEBs. Meanwhile, Marina Bay Link Mall took part in the campaign to reward and thank its customers. For Jurliss Flowers, the ultimate aim was to increase brand awareness. Overall, the marketing activation cost SG$30,000.

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NEWS

A strong addiction A recent ad by Coca-Cola for its Diet Coke campaign raised a few eyebrows for cheekily playing with the term “You’re on Coke”. The campaign runs with the tag line, “You’re on” – next to the Diet Coke logo and was created by New York agency Droga5. Coca-Cola said the advertising was one part of the new campaign for Diet Coke called “You’re On”. For a better experience Dentsu Aegis Network said it will launch its experiential marketing agency psLive in all key Asia Pacific markets. The agency will first roll out in India, with Asiawide plans for psLive expansion expected soon. Ashish Bhasin, Chairman & CEO of Dentsu Aegis Network South Asia, will take on the additional role of Asia chairman for Posterscope and psLive Asia Pacific. Nick Waters, Dentsu’s Asia Pacific CEO, said psLive will play an important role in Asia, particularly in key markets like ANZ, South East Asia and India.

A new market Turner Broadcasting formed a partnership with PT Trans Media Corpora to launch CNN Indonesia as a 24-hour news channel and website in Bahasa Indonesia. Jeff Zucker, CNN’s worldwide president, said this agreement puts CNN in a unique position to reach millions of Indonesians in a way it had not been able to previously. The TV channel will be accompanied by a strong digital presence.

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Another opportunity Carat extended its Australian presence with a launch into the Queensland market. Furthermore, the agency has integrated digital experts within every client service team and expanded the agency’s strategic resources by tapping into Carat’s 25-strong national strategy team. Gabriela Merrick was promoted to managing director for Carat Brisbane. She has 11 years of experience with the company and was most recently GM at Mitchells Queensland.

A marriage made in space NDN Group is taking one Chinese couple into space to get married. The record-breaking attempt is slated for Q1 or Q2 of 2015 in collaboration with Virgin Galactic, which will provide a manned spacecraft for at least six passengers. Andy Ann, founder of NDN Group, said the initial idea of a space wedding was spawned between himself and Virgin Galactic founder Richard Branson.

Scooting off Italian scooter brand Vespa appointed BBH to handle its global advertising account. The appointment comes without a pitch. BBH will handle advertising across Asia, Europe and the US. The agency will help the scooter brand develop a new brand position that builds on its strong heritage and simultaneously appeals to newer audiences. Ads will roll out later this year.

AUDIT WATCH MCI (P) 085/12/2013

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I LAPORAN UTAMA

INDONESIAN INFLUENCE

HAL 4

Mengaduk Yu-sheng, Menanti Angpao

Perayaan Imlek, atau lazimnya diucapkan di Singapura sebagai Lunar New Year, adalah satu dari sekian banyak acara penting yang paling ditunggu setiap tahunnya. I KISAH SUKSES

Getting good vibes Viber and Nokia inked an exclusive deal which provides Nokia X device users with a version of Viber that is at parity with Viber’s latest version for Android. “This strategic partnership will help us provide Nokia users with a great messaging and calling experience enhanced with photo sharing, stickers and other Viber functionality,” said Talmon Marco, CEO of Viber A creative incubator Creative network Iris has launched an innovations and ventures division. Called The Nursery, it will focus on the development of new products and services. The dedicated global unit will tap into the network’s creative teams to bring more start-up style ideas to big brands and create new business concepts.

Menanti Berkah T di Tahun Kuda

HAL 6

Tak Ada Lawan, Dilarang Ikut Kompetisi Lego di Indonesia MCI (P) 085/12/2013

EDISI 01/ TAHUN I - JANUARI ANUARI 2014

A new Indonesian newspaper has launched in Singapore targeting Indonesians living in the country. Radar Singapura was published in January with an initial print run of 5,000 free copies. The newspaper is distributed at Indonesian restaurants at Orchard, Bugis and Raffles and Paya Lebar MRT, as well as student forums, remittance centres, the Indonesian embassy, professional associations, Indonesian gathering places and relevant events. It targets telcos, airlines with daily flights to Indonesia (such as Garuda, Singapore Airlines, Silk Air, Lion Air, AirAsia, Jetstar, Tiger), banks/remittance services (such as Western Union, Mass Express), and Indonesian restaurants

Kepingan lego, jika berada di tangan ahlinya, dapat memunculkan HAL 4 bentuk yang luar biasa.

I LAPORAN UTAMA AM MA

u-sheng, Mengaduk Yu Yu-sheng, Menanti Angpao ng gpao

Perayaan Imlek, ata atau au la lazimnya azim mnya ga apura ssebagai eb bagai diucapkan di Singapura dala ah ssatu atu u Lunar New Year, ad adalah ak acara acara dari sekian banyak ing gd ittungg gu penting yang paling ditunggu setiap tahunnya. I KISAH SUKSES S

HAL 6

I LENSA

HAL 18

I SEPUTAR SELEBRITI

HAL 19

Bukan Anak yang Diharapkan Shandy Aulia meluncurkan buku Incomplete yang mengisahkan perjalanan hidupnya.

Kepingan lego, jika berada a, di tangan ahlinya, kan dapat memunculkan bentuk yang luar biasa. HAL H AL 18 I SPORTIF

HAL 21

Aji Arsitek Timnas U-23

I SEPUTAR SELEBRITI EB BRITI

PSSI akhirnya resmi menunjuk Aji Santoso sebagai pelatih Timnas HAL H AL 19 U-23.

HAL 22 Bukan ukan Anak I KULINER ang yang Soto Ayam Lamongan iharapkan Resep soto ayam Diharapkan

Shandy Aulia Lamongan meluncurkan adalah salah satu kuliner buku Incomplete khas Indonesia yang begitu yang mengisahkan banyak digemari. perjalanan dupnya. hidupnya. I SPORTIF

Di Singapura, Imlek tak hanya dirayakan etnis Tionghoa. Semua orang, dari latar belakang etnis atau bangsa apapun, akan ikut larut dalam kebahagiaan. Mereka akan tumpah ke jalan-jalan, menikmati kemeriahan acara tahun baru. Tahun ini, puncak dari keseluruhan acara adalah Chingay Parade. Parade tersebut menampilkan atraksi dari delapan ribu orang, batik terbesar di dunia sepanjang tiga ratus enam puluh meter, boneka sejenis wayang setinggi empat meter, tarian balet oleh tujuh ratus penari dan pergelaran dari negara Italia, Korea dan China. Sungguh sayang untuk dilewatkan. Penjuru Singapura juga dihiasi dengan berbagai ornamen berbentuk kuda. Sesuai penanggalan China, 2014 adalah Tahun Kuda Kayu. Kuda Kayu melambangkan antusiasme. Tentu saja kita berharap dunia bisnis akan Di Singapura, Imlek tak hanya lebih bergairah dibandingkan dirayakan etnis Tionghoa. Semua orang, tahun sebelumnya. Pasar dari latar belakang etnis atau bangsa lebih optimistis dan apapun, akan ikut larut dalam memiliki mood yang kebahagiaan. Mereka akan tumpah ke positif. Gong Xi Fa Cai. I jalan-jalan, menikmati kemeriahan acara tahun baru. Tahun ini, puncak dari keseluruhan acara adalah Chingay Parade. Parade tersebut menampilkan atraksi dari delapan ribu orang, batik terbesar di dunia sepanjang tiga ratus enam puluh meter, boneka sejenis wayang setinggi empat meter, tarian balet oleh tujuh ratus penari dan pergelaran dari negara Italia, Korea dan China. Sungguh sayang untuk dilewatkan. Penjuru Singapura juga dihiasi dengan berbagai ornamen berbentuk kuda. Sesuai penanggalan China, 2014 adalah Tahun Kuda Kayu. Kuda Kayu melambangkan antusiasme. Tentu saja kita berharap dunia bisnis akan lebih bergairah dibandingkan tahun sebelumnya. Pasar lebih optimistis dan memiliki mood yang positif. Gong Xi Fa Cai. I www.radarsingapura.com, 24 Hlm

Menanti Berkah T di Tahun Kuda

Tak Ada Lawan, wan, ut Dilarang Ikut ego Kompetisi Lego di Indonesiaa

I LENSA

www.radarsingapura.com, 24 Hlm

AHUN Baru Imlek, atau yang dikenal juga sebagai Lunar New Year, atau Spring Festival (Festival Musim Semi), merupakan salah satu acara yang paling ditunggu-tunggu setiap tahunnya. Ini adalah acara terbesar dan terpenting dalam komunitas etnis Tionghoa, yang dirayakan di seluruh dunia.

DOK RADAR SINGAPURA

HAL H AL 21

Aji Arsitek Timnas U-233 PSSI akhirnya resmi menunjuk Aji Santoso sebagai pelatih Timnas U-23. I KULINER

HAL 22

Soto Ayam Lamongan Resep soto ayam Lamongan adalah salah satu kuliner khas Indonesia yang begitu banyak digemari. DOK RADAR SINGAPURA

(such as Sari Ratu, IndoChili) and more. For readers, it targets Indonesians living and staying in Singapore as workers, students, business owners and tourists. It aims to have its circulation audited, said chief editor Martin Pardede, but it has not determined when and who this will be done by.

Lowe cooks up a win Indonesian instant noodle brand Indomie appointed Lowe Indonesia as its agency following a pitch that involved Ogilvy and Leo Burnett. The appointment is for the Indonesia market and the contract is said to be for a year. Joseph Tan (pictured), CEO of Lowe Indonesia, said: “For Indonesians, Indomie goes beyond being just the ultimate comfort food; it conjures up national pride across our country’s diverse cultures.” X marks the spot Mountain Dew partnered up with 20th Century Fox’s X-Men: Days of Future Past. Managed by creative agency Motive, the campaign builds on more than a decade of successful entertainment partnerships. This is Mountain Dew’s largest-ever international entertainment promotion. The global TVC will launch at the end of April globally and the promotional campaign engages consumers across various touchpoints – from in-store and special commemorative packaging.

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NEW WORK .................................................................................................................................................................................................................

1 Campaign “The IKEA Bedroom Stories” Brief Two short films were created which featured bedroom makeovers for people facing unique space challenges. The first film centred around the life of 30-year-old civil servant Frank, whose passion for Cosplay has not only seen him sweeping up awards at world championships, but has also left him with a cluttered bedroom. The second film featured Michele, a mum trying to squeeze her beloved husband and son into one bedroom in a four-room flat. Client

IKEA

Creative

BBH APAC

Media

OMD

2 Campaign Cornetto’s Red Tour Brief Unilever is pushing its Cornetto brand through Taylor Swift’s upcoming Red Tour in ASEAN. The campaign includes TVCs, OOH and radio ads and will run on a number of platforms, including YouTube and Yahoo. The other markets the campaign runs in include Japan, Indonesia, Philippines, Thailand and Malaysia. Client

Unilever Singapore

Creative

Alchemy

Media

Mindshare

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10/4/2014 4:47:38 PM

3 Campaign Singapore Cancer Society Goes Lavender Brief With the Singapore Cancer Society (SCS) turning 50 in 2014, it kicked off its 50th anniversary celebrations choosing Lavender MRT station as its venue for the World Cancer Day celebration. The venue was chosen for its reflection to the colour Lavender which is the universal colour for the fight against cancer. The campaign consists of 50 key SCS facts, including its history, its welfare and support programmes for cancer patients and their families, while encouraging Singaporeans to go for regular screenings. Client

Singapore Cancer Society

Creative

Up & Up

Media

ZenithOptimedia

4 Campaign Building Bonds, Creating Memories Brief SAFRA has embarked on a branding campaign to encourage NSmen to celebrate friendships forged during NS days. The series of ads adopt a past-and-present concept which showcases how the NSmen evolve from their water parade days in the army (past) to beer drinking sessions at SAFRA (present). The ads can be seen at selected bus shelters, sky bulletins, single-deck buses, SMRT platform screen doors and in-train panels.

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Client

SAFRA

Creative

Xodbox

Media

Xodbox

SUBMISSIONS PLEASE SEND US YOUR BEST NEW WORK REGULARLY IN HIGH-RES JPEG OR PDF TO BE CONSIDERED FOR THESE PAGES. EMAIL RAYANAP@MARKETING-INTERACTIVE.COM

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10/4/2014 4:47:48 PM

NEWS ANALYSIS

OBSTACLES IN CREATING AN ANALYTICS-BASED CULTURE And the dangers of over reliance on data. Rezwana Manjur reports. What are some of the barriers in creating a truly analytics-driven culture in any organisation? Speakers at the first Analytics Interactive conference organised by Marketing magazine highlighted a few key areas. 1. Legal issues – Depending on how much customer data you have, legal will be an issue and this varies from company to company and by markets. 2. IT issues – Brands need to make sure they have the required hardware and software to store data and access it at a speed they want. 3. More importantly are the barriers in capturing data and doing so accurately. While some industries such as banking and telco boast a data set with much higher accuracy, others don’t. “Especially those who still deploy staff to manually collect data are at a higher risk. Marketers not only need to ensure they are capturing data efficiently; they need to testify to the veracity of the data,” said Pádraig Flynn, head of analytics at MediaCom APAC. According to Jeannie Ong, CMO of StarHub, a lack of credible data creates another problem – a reluctant marketer. If the data is not accurate, a “traditional marketer” will use that as an excuse for not building a data-led approach to marketing. “The tendency for them to fall back in their traditional way of doing marketing is very, very real when they have doubts over the data you provide them.” 4. Skill-set is another challenge. Brands can use statisticians and econometricians or any other vendor, but what is needed is an inhouse data expert who will make sense of the work of these external parties. 5. Reluctance to drive change is another obstacle. Lack of acceptance and support from the C-suite is a huge challenge, said Yap Lee Yee, marketing director of AP at Panduit. “Their support will create a culture in which staff will be analytics oriented.” Sandeep Mittal, founder and managing director of Cartesian Consulting, shared an example from Domino’s. A few years back, he met a person from the company whose designation was “precision marketing manager.” Domino’s created a cell internally called

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According to Gurmit Singh, the digital marketing business leader at Visa, that concern needs to be addressed at the start. A good way to look at it is to identify the best customers and the best churners. “The fact is some people make you more money than others do and you need to use your data to find those people so you can target them,” he said.

How marketers can overcome the hurdles to make marketing measurable.

the “precision marketing division” which sits in between marketing and IT and does the role of translating and bringing messages back and forth and it is mandated with the task of getting analytics right. “It used to be a one-person team and now it has four. And other companies who have followed a similar structure are now looking at having large teams just in precision marketing roles. That’s not a bad way to creating culture. It reflects the internal buy-in and the commitment to becoming truly datadriven. 6. Not knowing what to analyse – Analytics for business insights and analytics for campaigns are two very separate things. The results you will get will be very different, Mittal said. 7. Multiple databases and the need for a massive clean up – Not only that, but many companies with a very long history have loads of data stored on Excel that is not even in the database. So how do brands start? “The key thing is identifying, perhaps with a project, what objective you are trying to attain and then start with the cleaning up of that database or Excel with customer information,” Yee said. And this is something which requires both marketing and IT to be involved. Often data overlaps and contradicts itself. That’s when you need to decide what is the singular truth and what is the ongoing conflicting data in your business, according to Flynn. While cleaning up data is all good and nice, what exactly are you going to get out of it?

Over-reliance on data and its pitfalls On the other end of the spectrum, an unnecessary reliance on data can be dangerous for brands as well, said speakers. “Depending 100% on data is dangerous and scary,” said StarHub’s Ong, adding that a narrative and good storytelling is equally important. “In StarHub, at least, I don’t use data 100%, much to the dismay of my data scientists and analysts. That’s because when it comes to marketing you need to allow the marketers the room to be creative. It’s a 80-20 rule for us; you’ve got to base your decisions on data, but you also need to trust the intuitive instinct of a marketer.” However, when it comes to the future of marketing – whether it should be led by analytics or creative – Yee, of Panduit, says creative is still an important part of marketing, with analytics its sidekick. “Accountability is what lends marketing credibility and analytics helps in achieving it, but in my view marketing is responsible for 70% of the buying process because it is influencing buyers at every step of the journey through content. So marketers play a much more important part.” If you go for one or the other you will be going off the rails, says Flynn. While people will have a natural instinct for either data or creativity, a good marketer, according to Flynn, will be a T-shape – having speciality function in-depth and the breadth of creativity on top to manage people and the team. “If you were to manage your business purely based on data I would be very worried. In essence in the digital era we have a great amount of data, but at the end of the day we are trying to drive a car while looking at the rear view mirror. It is fine when the road is straight, but you need a creative to tell you when the road will turn. So data can take you where you want to go the most efficient way possible, but creative has to tell you where to go.”

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10/4/2014 4:49:03 PM

NEWS ANALYSIS

FIVE STEPS TO GET STARTED WITH ANALYTICS Many people don’t understand how marketing can lead a business, which is why analytics is vital to justifying it, said senior marketer for Polycom, Sue Day, at Marketing’s Analytics Interactive conference. Start with the basics and build your analytics y over time,, advised Day. For Polycom, marketing is B2B, and the focus is alw always demand/ pipeline gene generation. “Even our PR d department is always talking t about driving le leads.” Day lists five steps in star starting analytics for businesses, referring ref back to her h experience in starting Polycom’s:

Step 1: Research the right tools Day talks about choosing the right research tools amid the myriad of choices available. For Polycom, it uses Salesforce as its lead management tool, and it needed its other systems to integrate with it. It also uses Eloqua for its marketing automation. Step 2: Implement consistent practices After setting the right tools in place, the brand came to a point where organising consistent practices became important. “We needed to think about the processes around keeping leads from sources such as its events, survey forms, inbound queries, web forms, etc,” she said. “And speed is of the essence when it comes to competition,” said Day, talking about the need to integrate this quickly to get an edge. Step 3: Document process The IT function is critical to document process,

said Day. This involves alignment between functions and process and data management between systems. Step 4: Training and communications Next, training and communications is key, particularly for marketing and telemarketing activities. Training staff to make the most of these processes is vital. Step 5: Analytics The last step is where analytics comes in. “You must decide what you want to measure. Until the system is totally in place it is hard to decide what you can gain from it.” Quoting Peter Drucker – “what gets measured, gets managed” – Day said it was important to focus and decide what one needs to measure the most. “The key is not to produce data for the sake of it – but ensure it is useful and usable.”

WHY DATA SCIENTISTS ARE THE NEXT BIG THING When StarHub’s recently appointed CMO Jeannie Ong spoke at SMU, she told students: “Forget being doctors and lawyers, be data scientists instead. That’s where the money is.” Speaking at Marketing’s inaugural Analytics Interactive conference, Ong said data today was where the excitement was because it provided a wholesome analytics approach to marketing and filled in the gaps marketers couldn’t always predict or see. With the rise of trends such as predictive analysis and targeted marketing, it comes as no surprise that the field is fast gaining traction across all industries. In a recent Forbes article, a quick look on employee self-reported salary for the job title “data scientist” saw the median salary at about US$117,500 across nearly 300 jobs in the US. (The number was compiled following a comparison between a survey done by O’Reilly Media, which recently

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released a survey it conducted in 2012 and 2013 on a conference it held, and job site glassdoor. com, for the job title “data scientist”.) IBM defines a data scientist as an individual who represents an evolution from the business or data analyst role. What is special about the role is it’s “part analyst, part artist”, said the company. As for marketing, data provides an important balance to the practice. “As marketers we are used to using our intuition, but data can prove our intuitions wrong,” Ong said. Data clearly tells a marketer the preferences of customers and clearly profiles the customer in a way in which would mean better business. Currently, StarHub is collaborating with SMU on a SG$50 million project called SmartHub to develop new ways of harnessing data. The project is being funded by the National Research Foundation to train students and develop

new data methods, which has seen various organisations come on board to make use of the platform. One interesting discovery made by SmartHub has been Nanyang Polytechnic students creating a mood-sensing algorithm that can help predict customer behaviour. Other partnerships StarHub has embarked on include partnering with Microsoft to provide Resorts World Sentosa data to better understand customers for more targeted marketing. Meanwhile, Wildlife Reserves Singapore has used the product to track its traffic and footfall analytics. “The traditional way of marketing is almost gone. While there’s still a need for it, over time marketers will find the need to move and become sophisticated,” Ong said. “In our industry content might still be king, but data is queen.”

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14/4/2014 3:34:34 PM

NEWS ANALYSIS

WHY AN ANALYTICS-DRIVEN BUSINESS IS CHEAPER THAN YOU THINK The big data revolution isn’t actually so hard to get onto – or as expensive – as you think. Key SME leads explain why. Elizabeth Low reports. Big data has been the buzzword for companies as well as marketers for the past year, with many firms excited by the idea, but only a scant few being able to utilise any part of it for their businesses. But is making a business data-driven as difficult, or as costly, as it has been depicted? Perhaps not. Professor Ashwin Malshe, assistant professor of marketing at ESSEC Business School, thinks big data is merely a buzzword that shouldn’t be overhyped. “At the end of the day, big data is just data. “As of now, if I take financial statements of all the American companies that are publicly listed from 1950 to today, all that data can be put into a flash drive, less than 80 MB. Think about your business, do you have that type of data? The answer is probably no. Then you don’t require complicated software.” Cheaper and easier than you think The views from senior executives from small to medium-sized enterprises (SMEs) such as Roomorama and ZUJI agree with Malshe. Teo Jia-En, founder and chief operating officer of online accommodation booking site Roomorama, said a focus on key objectives was vital. For many companies, and particularly SMEs, cost for analytics is one of the main considerations when it comes to investing in the area. For example, every action users take on the site is informative data, helping the company understand how a user goes from being on the site to eventually making a booking.She said it was important to segment that process and understand which part needs more attention. For that, there is a lot of cheap software a company can purchase online. “That really allows us to run tests and see what experiments work and what don’t against the base line. Whatever doesn’t, we scrap very quickly,” Teo said. Grooming in-house analytics teams Aditya Sikka, head of analytics at Zuji, owned by Webjet, agrees with Teo’s point of a company being clear about its own analytics.Echoing similar concerns of cost as Roomorama’s Teo,

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A worthwhile investment: Analytics can help your business grow in the long run.

Sikka believes the core thing is to build an analytics team in-house, and this doesn’t have to be big.“When you build that skill set in that team – where at least two people are aware and numerical nurtured – then you can engage with agencies for higher value, higher projects,” Sikka said. This brings up the issue of talent crunch in the analytics and data function. While data scientists are now one of the most sought after roles by companies, the practice still lacks manpower. “Now if you are a small business, you will find it even harder to attract talent, even if you are not considering (talent with) PhDs, just people who are good with the data, you may not be able to keep them because of your restrictions,” Malshe said. “What I tell businesses is that you may not hire from outside, you can groom them from inside. You do not have to train them on more complicated stuff; you can train them on very simple statistical analysis.” Teach staff how to make managerial decisions based on the data, he added. He went on to talk about how analytics workshops are now incredibly accessible, for example, at institutions such as NUS or even the free course website Coursera.“You would be surprised how much people can learn on their own if you give them enough incentive – some budget, some

time off and encouragement. I think that is a great way for small and medium-sizes businesses to start investing.” Keeping it in-house versus outsourcing While the argument so far has been that companies should have a basic in-house base, the question of when to get external help can and will arise. “If you think that getting intelligence is not a core function for your business, but it is a supporting act, it makes sense to outsource it,” Malshe said. The merits of keeping data and analytics inhouse is you can always control your data, he added. This may not be an option for businesses with more restrictions and security issues, for example, in finance or telecommunications, where this may be illegal even. Also, in the case where data is large, outsourcing may be out of the question as well. “You lose control. Whenever control is important you want to keep it in-house. On the other hand, whenever you are looking at analytics to get insights or not complicated predictive analytics, if you are using for strategic decisionmaking, I would advise you to outsource,” Malshe concluded. These issues were discussed at Marketing‘s Analytics Interactive’s panel discussion.

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NewBranding_MMAd_A_FAP.pdf

CMY

3/25/14

10:30 AM

OPINION: AD WATCH/WEB WATCH

Thong Chew Fatt Creative director Addiction Advertising

AD WATCH HOT: Coke’s CNY campaign

NOT: OWL’s CNY commercial

Year after year, eager brands race to greet the masses with subliminal pseudogreetings in the spirit of the Lunar New Year. More often than not, marketers unwittingly see their advertising dollars disappear into the murky depths of the Singapore River as a consequence of lackadaisical copy and hazy direction. Leaping out from a pond full of homogeneous commercials, the Coca-Cola “Happiness Creator Machine” campaign captures our attention with its understanding of the essence of the Lunar New Year by amalgamating generations together to celebrate the true spirit of the Lunar New Year. Despite it being somewhat similar to its previous campaigns, we love how this small idea blossomed into an engaging branding exercise while putting smiles on our faces.

I’m guessing the agency might have told the client “it’s boring to be safe” when coming up with this. As a result, it looks like the client was coaxed into believing crude humour and over-the-top art direction, plastered with so-called witty sarcasm, makes them stand out from the blocks of Lunar New Year commercials. Well, they were wrong. The commercial leaves a bitter impression of OWL Coffee and more artificial sweeteners and water were definitely needed to flush the commercial out of our system. Sure, the commercial garnered substantial views, but that only means the advertising dollars invested into YouTube ads work.

Leonard Tan CEO PurpleClick Media

WEB WATCH HOT: hertz.com

NOT: neorentalandresources.com

The critical element in designing a website is connecting the user with the information they came to find – Hertz’s website does just that. It offers such ease in navigating that it removes completely the need for human intervention in the car renting process. All required information is made readily available on the site. It follows the logical flow of locking in the dates, followed by pick up details and finally the rental car type, which shows up immediately with a drop down box which shows professionally taken pictures of stylish cars capturing the interest of any user. In short, this website serves its primary function and empowers the user by providing them with the ability to rent easily with as little friction as possible, encouraging repeat users. It also utilises gradient colours and shadows making it look very clean and chic.

First, the flash design at the top makes it look like spam advertisement than real content. For those who manage to view the entire slide show they will notice it displays irrelevant information to the customer such as the website (I’m already at your website, so why are you showing me your website URL?) and the company registration number. You will then have to scroll down to proceed to book your car, navigate to a different tab to view the car types and go to the “contact us” tab to place a booking. In short, this website doesn’t make it easy for the user to quickly find what they want and proceed with the booking by themselves. The pictures displayed are also not very appealing with passersby in the background, while the overall website design is dull and unattractive. And being an image jpeg on the home page, search engines may not be able to index this page very well.

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10/4/2014 4:59:34 PM

DIRECT MAIL CASE STUDY

READY FOR TAKE OFF Citibank draws consumers to new credit card sign-ups by appealing to their wanderlust.

For your travel needs: Citi and Singapore Airlines’ KrisFlyer lure customers through a creative direct mailer.

At Citi, our credit card propositions are aligned to meet the needs of our customers, namely cash back, rewards and air miles. To understand our customers’ preferences, we regularly conduct market research. The findings show that travel is one of the major category spends for our card members and air miles is a key feature that customers want when they redeem their rewards. With this in mind, we launched the Citi PremierMiles American Express® Card, where our card members can now enjoy privileges that are offered by two global brands – Citi Gourmet Pleasures and American Express Selects. This is the first time that Citibank Singapore has offered a credit card on the American Express platform. The Citi PremierMiles American Express® Card rewards card members with the highest earn rate for Citi Miles in the market – 2.5 Citi Miles per dollar spent at Singapore Airlines, SilkAir and KrisShop. In addition, for every SG$1 spent overseas or locally, card members will earn two Citi Miles and 1.4 Citi Miles respectively. With this travel card, card members can also enjoy the widest range of redemption choices in the market and have the flexibility to choose from more than 10 airlines’ frequent flyer programmes

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and hotel loyalty programmes in travelling to almost every destination in the world. To show the strong partnership between Citi and Singapore Airlines KrisFlyer, the partner-led direct mail package was dressed in a muted beige batik print, inspired by the renowned Singapore Girl uniform, and designed to subtly evoke a brand association with the leading airline. This key art element was used throughout the custom-sized direct mailer to give it a distinct sophistication. The mailer was directed at KrisFlyer programme members, and for customers who signed up through the mailer, they were promised a sign-on Citi Miles bonus that was indicated on the envelope. A gatefold postcard holder was enclosed in the envelope and it depicted the credit card’s key graphic of an aeroplane flying across the cover to signify take off. The holder opened up to reveal an eye-catching postcard panorama of the bright lights of New York City. It showed the headline, “Get there faster …” and informed recipients the number of Citi Miles they needed to get to the destination. The New York evening skyline is featured because it is symbolic of an incredible travel

experience and the premium opportunities that card members can enjoy. Behind the New York postcard, an application form, in the form of a postcard, was also included. It featured an SIA Aircraft – symbolising the partnership that Citi PremierMiles American Express® Card has with Singapore Airlines and the KrisFlyer programme. The campaign was a joint effort between Citibank’s product and marketing teams.

THE MAIL Objective: To encourage more Citibank credit card sign-ups.

Idea: A direct mailer themed on the Singapore Girl uniform to reach KrisFlyer programme members.

Results: Within the first month of the mail drop, more than 20% of the respondents became PPS/Elite KrisFlyer members.

June Bai Marketing manager Affluent Marketing

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10/4/2014 4:58:27 PM

NEWS ANALYSIS

WHY MARKETING FASTFOOD AND TOBACCO WILL GET TOUGHER The Ministry of Health has set deadlines to curb unhealthy food marketing to children, and the ban of tobacco display ads. Elizabeth Low reports.

Time is running out for brands to make adjustments.

Following an announcement in 2012 on its intentions to restrict advertising of unhealthy food to children, local authorities have firmed up their intentions with a deadline. As part of a speech for the nation’s Health Budget Initiatives 2014, parliamentary secretary for health, Muhammad Faishal Ibrahim, said official guidelines to curb unhealthy food marketing to children would take effect by January 2015. This will restrict the advertising of food and beverages high in fat, sugar and salt to children. It is still working with “stakeholders from the media, advertising, retail and food industries” as well as the Advertising Standards Authority of Singapore (ASAS) to draft guidelines for this. This was first announced in 2012, and authorities also conducted an online public consultation exercise that year. (Read: No more fast-food marketing for children?) This will be incorporated into the Singapore Code of Advertising Practice. When reached by Marketing, an ASAS spokesperson said more details would be released soon. Also, to protect youth, a ban on shops from displaying cigarettes will be put in place

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by the end of 2015, added Ibrahim. This will be enforced through an amendment of the Tobacco (Control of Advertisements and Sale) Act. “When combined with other tobacco control efforts, the POS display ban will protect youths from tobacco marketing,” Ibrahim said. He said through public consultation, the public was found to be supportive of the move. However, tobacco retailers have expressed reservations at having to adapt their current displays to comply with the ban. “MOH (Ministry of Health) is mindful that such refurbishment will incur costs, especially for smaller retailers. We will work with the different types of retailers to address these concerns for the implementation. Retailers will also have a grace period to adjust, and this grace period will begin only after we have amended the law.” Industry reaction The move to curb unhealthy food marketing is expected to be a major one, affecting brands as well as media and agency partners. Industry players have told Marketing that setting the guidelines has been a challenge, with authorities having to consider factors such as how to clearly

segment TV channels or media platforms that reach children, for example. As for brands, following the announcement in 2012, 14 fast-food brands publicly declared their commitment to change the way they market (Read: F&B brands clean up their act). Several brands mentioned they had been monitoring similar moves in other markets globally, and had already amended their marketing strategies before the announcement. With regards to the tobacco display ban, when this was first done in Australia, tobacco companies were in an uproar, with the likes of British American Tobacco and Philip Morris furiously contesting the decision. The latter even took legal action against the Australian government. (Read: Update: Singapore mulls plain packaging law). However, one senior media agency professional told Marketing these brands will find new ways to market. “Similar to graphics warning, I think it will not be as big of a deal as some worry. We will see tobacco brands rely more on trade marketing and BTL, which are both very mature marketing techniques in various markets in Asia.”

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10/4/2014 5:33:25 PM

zbBC Business_trade mag.ai

7/4/14

11:30 AM

NEWS ANALYSIS

MARKETERS, YOU CAN’T BUY BRAND LOVE Using a celebrity doesn’t always mean it will work. Here’s why. Brands have always known the power that celebrities and key influencers wield over public opinion. For years, brands have spent millions on product endorsements just to have these influential spokespersons use their products and make favourable public comments. In the era before social media, this formula usually worked wonders. So it was no surprise Samsung reportedly invested US$20 million to advertise at the Oscars 2014 with Ellen DeGeneres using a Samsung phone during the broadcast as part of the deal. This would have been perfect if she was actually a genuine Samsung user. Samsung 0: Apple 1 DeGeneres started to take scripted selfies as host of the Oscars. Photos taken were a blur, but Samsung claimed victory when DeGeneres took a group selfie, along with numerous Hollywood stars, that claimed top spot as the most retweeted image after Obama’s re-election photo. However, victory was short lived. Shortly after, away from public eye, DeGeneres took unscripted selfies with her iPhone backstage and tweeted about them. The ultimate benefactor was Apple. Herein lies the main problem with paid advocacy. While you can pay someone to publicly show affection for your brand, it’s a short-term arrangement that can work against you when the sponsorship is over and personal preference kicks in. Mercenaries versus lovers Paid advocacy is in reality a forced performance, while true advocacy is about true brand love. Using paid advocacy allows brands to quickly grab attention as they leverage on the celebrity status of the spokespersons and their respective followings. However, there is little credibility under such circumstances because consumers are quite aware that whatever they see is paid for. While there are certainly merits to paid advocacy, only true brand love is long-term, with immensely better returns. In the case above at the Oscars, the ultimate benefactor was actually Apple (who incidentally paid nothing for this backstage exposure).

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Brands, if you can buy it, it’s not true love.

Samsung phones delete stuff! The second embarrassing incident happened shortly after the Oscars. On 13 March 2014, Samsung spokesperson LeBron James tweeted about his Samsung phone erasing everything in it and rebooting. He tweeted, “One of the sickest feelings I’ve ever had in my life!!!” to his 12 million Twitter followers. His tweet was soon deleted, but not before some of his followers took screenshots of this genuine moment of anguish. This event seemed to portray that Samsung prefers to hide its outages than genuinely solving them. Case for using genuine users Two embarrassing incidents involving paid advocacy in a short span of less than a month. Perhaps Samsung should reconsider how it executes its advocacy strategy. If Samsung had chosen genuine users of its phones instead of forcing some celebrity to use its products, it may have had better results. True users will use the products out of habit and are probably more tolerant of outages. Contrast this to Apple users: • Jessica

Alba

endorses

the

Microsoft

Windows phone only to be spotted at events using her iPhone. • Oprah praises Microsoft Surface from her iPad. Apple benefited from true brand love from these celebrities, paying nothing for this press coverage and endorsements. Can’t buy me love Samsung has to learn some wisdom from Apple, who had probably been listening to the entire set of Beatles on iTunes, and realised early that you “Can’t buy me love”. It is time to realise true brand love does not have a price tag attached and is very difficult to win over. Do not be mistaken, advocacy, especially in the age of social media, is an extremely powerful tool. However, it’s also a double-edged sword. When improperly used, instead of benefiting yourself, your competitor will reap the rewards instead. Use it rightly and wisely. The writer is Ryan Lim, business director of Blugrapes.

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10/4/2014 5:02:20 PM

How to reach the shopper Anytime Anywhere Shopper Marketing returns and will take an in-depth look at what marketers of today really have to do to reach their customers in a world thatâ&#x20AC;&#x2122;s connected 24/7.

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NEWS ANALYSIS

WHAT KIND OF CMO ARE YOU? A study has identified three main types of CMOs. Who’s adding most to the financial bottomline? Elizabeth Low reports. with just 25% of traditionalists, while 31% of outperformers are social strategists. Succeeding in a digital world takes three prerequisites: using data analytics to get a much deeper understanding of customers, individually as well as collectively; designing rewarding customer experiences; and capitalising on new technologies to provide those experiences smartly and efficiently, said the study. Rising influence of CMOs Other insights from the study were that 63% of CEOs lean on CMOs to help formulate their business strategy, concluding that the influence of CMOs within their organisation is increasing. This is second only to the CFO (72%). (Pictured in figure one). FIGURE 1 Rising star: CEOs rely increasingly heavilty on CMOs for strategic input. CxO involvement in business strategy development

CFO

72%

CMO There are three main types of CMOs – traditionalists, social strategists and digital pacesetters – when it comes to integrating digital in a business. Three types of CMOs Traditionalists are challenged by the data explosion, the growth in social media and the plethora of new channels and devices. They have yet to integrate their physical and digital sales and service channels; seldom engage with customers via social networks; and rarely use analytics to extract insights from the customer data they collect. Social strategists, on the other hand, have passed the first few milestones. They’ve recognised social media’s potential as a vehicle for engaging with customers, and they’re building the infrastructure they’ll need to operate in the social arena. But they have not begun to exploit the opportunities arising from the data explosion and advanced analytics.

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As for digital pacesetters, they are reasonably prepared for the data explosion and well-placed to handle the increasingly heavy social and mobile traffic from a growing range of devices. They are also actively putting in place the resources required to operate as a fully integrated physical-digital enterprise, and regularly use analytics to generate insights from customer data. These were the three main profiles of CMOs identified by IBM in its study of more than 500 CMOs across 56 countries and 19 industries worldwide, including Asia Pacific and Japan. The study, “Stepping up to the challenge: How CMOs can start to close the aspirational gap”, is part of its C-suite studies. And there’s a close link between the degree of digital acumen CMOs display and the financial performance of the enterprises for which they work, said the study. Forty three per cent of the outperformers in the study are digital pacesetters, compared

CIO CSCO CHRO

63% 42% 37% 35%

It also found that when a CMO has a close working relationship with the CIO, the enterprise is more likely to perform better overall. High-performing CMOs were reported to have a stronger working relationship with CIOs than those identified as financial under performers. The study also found that CMOs today are less concerned with both monitoring their brand via social media and trying to monetise social media. In addition, 94% of marketing leaders believe that mobile applications will play a significant role in helping them reach their goals over the next three to five years, which is up from 80% from three years before.

Image: Shutterstock

Cracking the code: What skills should a CMO possess?

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10/4/2014 5:10:19 PM

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PROFILE

HTC IS SPLASHING OUT IN A COSTLY EFFORT TO MAKE ITS BRAND LIKEABLE. CAN IT BECOME THE BRAND OF CHOICE? REZWANA MANJUR ASKS HTC’S SOUTHEAST ASIA MARKETING LEAD SIRPA IKOLA. It hasn’t been an easy time for HTC. Competing in an extremely competitive environment, with much stronger rivals, the brand is well aware of its challenges. Pushing against its ﬂailing market share, it spent the whole of last year on major marketing initiatives to turn around its brand. While tech geeks and enthusiasts were aware of the technological differentiators presented by the brand, general consumers still didn’t know what the Taiwanese smartphone company stood for. Despite all its prior efforts, the public still generally saw it as a tech provider, senior director of marketing for Southeast Asia, Sirpa Ikola, tells Marketing. The brand was in desperate need to make itself more interesting. Hence, in the second half of the year, in came the “iron man” himself as Robert Downey Jr jumped on board as the brand’s ambassador. Many deemed the stunt as HTC’s boldest move yet to reviving its image. HTC reportedly spent US$12 million signing on the actor for a two-year period. A global campaign was rolled out starting in August and the initial campaign comprised a series of 16-second ads which featured the actor as the instigator of change. The series of ads were designed as playful and provided unique interpretations of HTC acronyms such as “Humongous Tinfoil Catamaran” and “Hipster Troll Carwash”.

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PROFILE

Nonetheless, in January 2014, co-founder and chairwoman Cher Wang told Reuters in an interview that marketing was an area the company “didn’t do well” in 2013. So were all the efforts in vain? Was the US$12 million spent worth it, I ask Ikola. “Marketing did what they could. And we did so in a very competitive environment,” was her response. Ikola, who came on board the HTC team late last year, justiﬁes that brand-building doesn’t happen overnight.

will also now be heavily targeting the mid-tier market, launching products in the US$150 to US$300 range in both its emerging and developed markets. It is also looking to broaden its market beyond tech-savvy 20 to 30-year-olds. And to expand more of its core audience, HTC will be making a push into lifestyle by reaching out to influencers. “We need to have more females, power mums, soccer mums, bloggers, creative people – we want them to see the benefits of it. HTC should be able to infiltrate these people through their passion points.” Ikola and her team plan to get the ball rolling by introducing the device

“ WE FOCUSED ON BRAND AND I THINK THE BRAND PIECE WORKED FOR US. WHETHER IT WORKED TO ACTIVATE SALES ON A RETAIL LEVEL OR NOT – PERHAPS THERE ARE STILL THINGS TO BE LEARNT – BUT BRAND-BUILDING DOES NOT HAPPEN OVERNIGHT.” “We focused on brand and I think the brand piece worked for us. Whether it worked to activate sales on a retail level or not – perhaps there are still things to be learnt – but brand-building does not happen overnight,” she said. To Ikola, both brand-building and marketing takes time and one of the key factors in marketing that one quickly comes to terms with is the ability to create multiple experiences and experiment before you hit the targets. What the marketing initiatives did, however, was create buzz around the brand. “I think it was a great effort in getting our name out there and it was successful. “We created a lot of talkability about what he (Downey Jr) was able to do for the brand, and that awareness of what HTC stands for was necessary and important. At the same time we need to do more in the consumerisation of the brand and educating the people to understand the key experiences that we bring to the market.” And perhaps that is something HTC needs to do more of. Education efforts, she explained, are not an easy feat for the brand. Plus, being an android brand, she says the brand has to work harder to ﬁnd a point of differentiation. HTC – THE PREFERRED BRAND? In comparison to what HTC did last year where the focus was awareness, this year it wants to put a focus on becoming the preferred brand. “By preference I mean that the base of people I ask will say they only choose HTC – not ‘I consider it’ but rather ‘I prefer it’. That’s the kind of emotional connection we want people to have to the device and the capabilities, and that is the key strategy I need to crack.” Going forward, HTC will also be offering a wider product portfolio. It

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through design because that is ultimately what attracts the consumers, and then slowly seep the products through to inﬂuencers, social media, PR and press. Word of mouth is also very important for the brand. FREEDOM OF THE UNDERDOG On the bright side, while acknowledging the brand is an underdog compared with rivals such as Samsung, this gives it a lot of freedom to experiment. “HTC is a very entrepreneurial-spirited company where many things happen fast and you often have to ﬁnd your own way of doing things. We can never complain about too much bureaucracy and you have a lot of power in your hands to make the right things,” she said. “We need new crazy out-of-the-box ideas. And you have that freedom when you are an underdog,” she adds, also referring to her expectation of agency partners. “Nobody can spend crazy money anymore, so you have to make your media and your marketing work harder. More with less, also alternative marketing ideas.” Hailing from Finland, Ikola cut her teeth marketing for Nokia, which was where her love for “consumerising” technology began. She says an entrepreneurial attitude is important to her. “I’m used to working at a very entrepreneurial company because of before, so I bring a lot of energy to the team and a can-do attitude,” adding that one doesn’t necessarily need an “army of people doing things for you”, but believes in empowering a team to outdo itself, similar to her take on agency partners. “The promise of an underdog coming and making a mark or even potentially threatening the big guys is fantastic.”

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10/4/2014 4:54:33 PM

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1/29/13 11:56 PM

OPINION: BRAND HEALTH CHECK

CAN REEBOK’S NEW IMAGE SET IT APART? FINANCIALS: ADIDAS 2013 FINANCIALS 2010

2011

2012

2013

Adidas Group net sales2)

11,990

13,322

14,883

14,492

Global sales2)

10,570

11,742

12,906

12,546

Global Brands2)

10,627

11,807

13,011

12,658

Adidas

8,714

9,867

11,344

11,059

Reebok

1,913

1,940

1,667

1,599

DIAGNOSIS New look: Reebok is aiming to rejuvenate its image

Reebok is sporting a new look, recently announcing it has a new logo. The change is its second big revamp in its 121-year history. Announced earlier in March, the brand will be using the Reebok Delta symbol across all its products. The new logo first debuted last month on footwear and apparel across all fitness disciplines supported by Reebok, including training, running, outdoor, yoga, dance and aerobics. Previously, only Reebok’s fitness range, CrossFit, flaunted the logo. The Reebok Delta has three distinct parts (pictured below) each representing the change – physical, mental and social. “The new brand mark signals a clear purpose for our brand and it will be a badge for those who pursue a fuller life through fitness,” said Matt O’Toole, Reebok’s chief marketing officer. However, branding professionals such as Katie Ewer, strategy director at global branding and packaging design agency JKR (Singapore), tell Marketing the new triangle motif is nothing memorable. “As many have pointed out, it is the same device that’s used by brands like Delta Air Lines or Google Drive,” Ewer said. However, Ewer added at least the current logo looked more distinctive, compared with its previous one. Dominic Twyford, client director at Landor Malaysia, also raised a similar point. It is widely known adidas is firmly entrenched with professional sportsmen and women. In Asia, a long-time brand ambassador for adidas is cricket star Sachin Tendulkar, while young cricketer Rohit Sharma has recently signed up with the brand. Can Reebok set itself apart?

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Katie Ewer Strategy director JKR (Singapore)

There’s nothing intrinsically “memorable” about a triangle motif and, as people have pointed out, it’s the same device that’s used by brands such as Delta Air Lines and Google Drive. So what? Symbols are by definition empty vessels to which we assign meaning. Whether this device works or not will depend entirely on what adidas do with it. So for Reebok, what associations will it build through advertising, product innovation and design? Will it use its new marque imaginatively and inventively in a way that imbues it with potent connotations? We’ll have to wait and see. The previous version of the Reebok logo looked like a Nike/adidas wannabe. A dynamic stripe suggesting notions of movement, dynamism or speed – that’s the shorthand of the category. Just take a look at Li-Ning, or countless other Chinese sportswear brands emulating the big two. It was a generic motif. The triangle isn’t what you’d expect for the category, so in some ways it feels like it’s more distinctive. But a brand isn’t just a logotype, as we all know – the success or failure of this marque will be in its application. Managing an identity is as important as creating it. Delta symbol, swoosh or stripes: the convention of a word marque tied to a symbol is starting to feel a little old school. We’re moving away from the age of abstracted icons rubber-stamped across communication, and into the age of mutable, flexible branding.

Dominic Twyford Client director Landor Malaysia

Before addressing these points, let’s not forget the infl uence of parent company adidas in all of this (and this infl uence might not be direct). While Reebok might be shifting from elite to lifestyle sports and fi tness, adidas is fi rmly entrenched with professional sportsmen and women. This move allows two well-known brands to exist in unison without cannibalising each other. Adidas is free to take the fi ght to Nike and Reebok can forge a new path. Context is important when considering this change. As for the specifics, if it’s memorable and if it will work is largely dependent on the demand for lifestyle sports and fitness rather than what the logo looks like. In addition, the communications that goes around the identity will be crucial as Reebok is making a shift, and this new emphasis needs to tap into the emotional requirements of the day-to-day fitness fan. As for the pros and cons – the logo bears resemblance to Google Drive’s logo; its name apes Delta Air Lines and some have even said it looks like the Imperial Shuttle from Star Wars. But so what? A logo alone is not the brand, so let’s reserve judgment for later. As for advice for a sports marketer, it’s the same as for any brand, don’t just change for the sake of change – know why you are changing and what you want to achieve. Let’s hope Reebok has correctly taken the pulse of the fitness market.

TREATMENT Ewer’s cure: • Use the symbol as a starting point, not a conclusion. • Make personalisation its mantra.

Twyford’s tonic: • Communicate the new rebrand well. • Tap into the requirements of the fitness fans.

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ANALYTICS INTERACTIVE 2014 DATE: 20 March 2014 VENUE: InterContinental Singapore 1 Jeannie Ong, chief marketing officer at StarHub, gives her opening keynote address on the topic: Polishing the crystal ball – the case for a marketing analytics strategy. 2 Delegates at the event. 3 Moderator Rayana Pandey, editor of Marketing magazine, with panellists (from left) Pádraig Flynn, head of analytics at MediaCom APAC; Jeannie Ong, chief marketing officer at StarHub; and Yap Lee Yee, marketing director of AP at Panduit. 4 Sue Day, senior marketing director at Polycom, Asia Pacific and Japan, speaking on the topic: Show me the money – analytics and marketing ROI.

5 Delegates discussing their respective topics at the roundtables. 6 Amy Shi-Nash, director of R&D Lab at SingTel, speaks on the topic – Understand audience and places with big data. 7 Moderator Rayana Pandey, editor of Marketing Magazine, with panellists (from left) Ashwin Malshe, assistant professor of marketing at ESSEC Business School; Jia-En Teo, founder and COO of Roomorama; and Aditya Sikka, head of marketing analytics at Zuji – a Webjet company. 8 Sandeep Mittal, founder and managing director of Cartesian Consulting, a global consulting firm specialising in marketing analytics, speaks on the topic of analytics for loyalty marketing.

9 Joel Choo, head of business development at iClick Interactive Asia, speaks on the importance of crosschannel relations and their impact on efficiency. 10 Gurmit Singh, digital marketing business leader at Visa, shares his opinions with the audience. 11 Delegates discussing their respective topics at the various roundtables.

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MARKETING FEATURE: OUT OF HOME

IN THIS ISSUE, REZWANA MANJUR LOOKS AT SOME OF THE CREATIVE OUT-OF-HOME ADS IN THE PAST YEAR FROM SINGAPORE AND THROUGHOUT THE REGION. Known as the gentle giants in the advertising mix, out-of-home mediums have quietly evolved to ﬁt today’s digitised world. Once known for their static nature – a blown-up version of the everyday print ad – OOH executions we see today are far more evolved, interactive and engaging – all thanks to technology. By now, the medium has proven itself to be nimble, innovative and resilient in the digital era, and perhaps that’s the reason out-of-home has always been and continues to be an important part of an integrated marketing mix. Many marketers today make OOH a poignant part of interaction, a sort of stepping board of engagement with consumers who are always on the go. Take for example OOH and the mobile. With the simple placement of a QR code or a presence of NFC technology, brands can easily step out of OOH billboards and slip into the pockets of consumers. Let’s take a look at some creative out-ofhome executions.

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MARKETING FEATURE: OUT OF HOME

CALTEX OBJECTIVE To educate and convince drivers on the benefits of a clean engine and to excite drivers about Caltex’s 5 Star fuel by positioning it as a real differentiator in this category. Caltex aimed to convince drivers through the campaign that not all fuels are the same and they could enjoy five benefits by using Caltex with Techron. CAMPAIGN Running from November to December 2013, Caltex and media agency MEC created an augmented reality on-ground activation across Singapore, Hong Kong and Thailand called the “Techron Superhero” game. The idea was to transport each participant into the car engine, transforming them into

Techron Superheroes who destroyed dirty deposits with Techron molecules. Top daily scorers were incentivised with Caltex petrol vouchers to drive product trials. On-ground social sharing was also enabled for participants to share their virtual Techron Superhero personas to ensure the campaign went beyond the on-ground experience. The augmented reality game, which was carried out across an average of two days in each market, generated more than 1,700 participants and 305,000 eyeballs of brand exposures. Moreover, there were more than 30% of additional enquiries about Caltex and Techron. Successful executions across Southeast Asian markets have prompted keen interest to extend the AR programme to South Africa and the US.

CITIBANK SINGAPORE

CAMPAIGN For this demographic, which is used to ﬁnancial ads in the press and on digital, Citibank needed to ﬁnd a way to capture its attention though an impactful execution. Knowing that work takes up a large part of the target audience’s lives, OOH was chosen as the best medium to reach them during their daily commute. The campaign, created with media agency MEC, ran from 25 November 2013 to 26 January 2014. Because there was a lack

of available prominent OOH sites in the prime key business district during the period, Citibank looked at creating new site opportunities – a site it could transform and potentially own. The Sail was chosen as it was a main connection for Raffles Place (central business district) and Marina Bay Financial Centre (the new financial district), with high footfall of more than 220,000 commuters monthly. To create a captive environment, Citibank negotiated for innovative buys such as hanging mobiles, floor stickers, additional walls and stairs to ensure it had maximum impact and exposure. The buyout at a key OOH location in the heart of the CBD allowed the bank to clearly differentiate itself from competitors. The key was to use the wall space as a huge canvas to showcase eight of the greatest cities in the world.

OBJECTIVE To launch its online platforms in Singapore, Malaysia, Thailand, Indonesia, Brunei, Vietnam and the Philippines, and feature its new tablet and mobile-friendly online app.

CAMPAIGN Setting out to stop PMEBs in their tracks, Club 21 cleverly executed an eye-catching accordion wall advertisement that had people enthralled with a different visual when viewed from left (female model) and right (male model) of the advertisement. Creative aside, the campaign was done in conjunction with the launch of its online platforms across the region, featuring its new tablet and mobile-friendly online app. The luxury retail company also took this opportunity to carry out a branding campaign alongside for A|X Armani Exchange. The campaign ran from 2 September to 27 October 2013 at The Sail, targeting youths and PMEBs in Singapore.

OBJECTIVE: To communicate the beneﬁts of being a Citibank customer and assuring them of consistent goodquality customer service globally. The campaign was created speciﬁcally to target the busy professional who is always travelling for both business and leisure.

CLUB 21

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MARKETING FEATURE: OUT OF HOME

COMCHEST

CAMPAIGN Community Chest’s public education and fundraising campaign was launched on 29 November 2013 by Chan Chun Sing, minister for social and family development, who was the guest of honour for the event. The campaign ran for 10 weeks. A unique feature of this campaign was the new interactive mode of donation directly through the advertisement billboards on SMRT Media’s ad panels. For the ﬁrst time, the public could use their EZ-Link card to tap on the billboard to donate SG$1 to Community Chest

as they viewed the advertisements at any of the ﬁve designated SMRT stations – Orchard, Somerset, Tiong Bahru, Yishun and Bishan. At the various stations island-wide, members of the public can also use their smartphones to scan the QR code on the posters to donate larger amounts via Community Chest’s website (comchest.sg). The campaign was done with the help of Tribal Worldwide Singapore on a pro bono basis and is the ﬁrst of a four-part campaign. SMRT helped in providing advertisement space at major MRT stations for the campaign as well as technical advice on the implementation process. Other organisations such as the Land Transport Authority and EZ-Link also supported the campaign.

an unnecessary expense, with the potential to cause ire among otherwise hard-core Gatorade supporters. The media agency for Gatorade, Mindshare, saw the challenge as an opportunity to breathe new life into the brand’s image by generating excitement around the relaunch. And, likewise, building belief that “Gatorade works for me” when the only real change was the shift to the “G’ logo The strategy was focused on leveraging brand experience as the lynchpin of success on Gatorade and propagating the experience of a few customers via integrated media, with OOH playing a major part. OOH executions in all of the major arteries of Metro Manila showed the breadth of G elite and G rising stars’ brand ambassadors. The executions brought the “G” conversion

to life, starting with deﬁning what G meant for the athletes via #thatsG and ﬁnally revealing the new look of G with the launch. Also, Gatorade’s brand ambassador programme had been growing year-on-year with more athletes being part of this exclusive group, whether they were professional elites or rising stars. The brand, hence, wanted to share and inspire everyone by personifying G via these top athletes. It wanted to let everyone know about the extensive athlete roster and how Gatorade works for them, so the average Filipino, who looks up to these athletes for inspiration, will also be inspired by G. The campaign yielded 190% negotiated media value worth US$800 and earned PR of about PHP4.10 million. There was also an increase of followers on Twitter by 918%, while Facebook likes increased by 748%.

movement. The movement is to encourage the public to donate generously to the disadvantaged in our community.

OBJECTIVE The campaign was launched as part of a public education initiative for the “Care & Share”

GATORADE PHILIPPINES

OBJECTIVE To shift Gatorade to the new “G” logo and align the Philippines market with the rest of the world. CAMPAIGN The campaign which ran for six months initially saw great hesitation in the shift. It was seen as

HEWLETT-PACKARD (HP) OBJECTIVE To showcase the “Slate 7 Extreme” the latest gaming tablet from HP. CAMPAIGN The “HP PPS Consumer Mobility” campaign ran for four weeks. As part of the launch of HP’s new Slate 7 Extreme tablet, HP decked up an entire concept train, and activated an on-ground event. During the on-ground event, for the ﬁrst time ever, Marvel’s Thor, Superman and Ironman made a special appearance at Bugis Station. The superheroes engaged commuters to take pictures with them, while trying their hand at the new tablet. The media agency behind the campaign was PHD.

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MARKETING FEATURE: OUT OF HOME

LIPTON

OBJECTIVE To drive target consumers who drink loose tea leaves to purchase and drink tea from the tea bags that contain traditional Chinese tea leaf in a modern format. This was to promote Lipton’s new product launch.

CAMPAIGN The campaign ran for four weeks in April last year and aimed to deliver the communication idea – “Pick me up” – with great impact and introduce a superior sensorial product in a multi-creative out-of-home format in key markets. Lipton generated an impressive effect through 4D sensorial experiences, including large areas of wall sticks, cold light fountains, 3D shapes and display panels as well as a scent of jasmine that people could perceive when walking through the corridor. The campaign was executed in Shanghai and Beijing with the help of media agency PHD and reached 8.7 million people in Beijing and 10 million in Shanghai.

MCDONALD’S OBJECTIVE To entice consumers to see McDonald’s iconic French fries in a brand new irresistible light. CAMPAIGN The campaign launched in Shanghai, Guangzhou and Shenzhen and was called: “I See Fries.” Launched in October 2013, the campaign targeted young consumers and aimed to spark associated cravings in an impressive way. To generate buzz, especially among young consumers, OMD developed a creative outdoor media format that was unprecedented in the local market – giant McDonald’s red fries packs on key outdoor locations with golden lights that resembled fries shooting into the sky, which could be seen from kilometres away.

NIKE HONG KONG OBJECTIVE To motivate youngsters to “Move More, Move Better”. CAMPAIGN For the past two summers, the Nike brand engaged with a number of basketball players, football players and runners. At the end of the journey, they were brought to Shanghai to experience the Festival of Sport. In 2013, Nike wanted to bring that experience to more kids. Mindshare, together with Nike, noticed a trend when it came to the 15 to 24-year-olds. They were more relaxed during the summer time and their body habits were reversed. They would wake up late in the morning, but still felt awake at midnight. Moreover, 80% of the target audience spent three hours every day on social platforms.

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Nike came up with a campaign theme to capture this demographic’s attention – “Own the Night”. This required the campaign to create unpredictable opportunities and reveal fun and exciting possibilities for movement to the youngsters. It created a portion of the playground by building real sports structures such as a soccer goal and a basketball net. Night time projection

was used to allow the playground to appear only after 8pm, adding on animation to bring movement, fun and enhance attention. Projectors were set-up at the roof tops of the bus shelters which were activated between 8pm to 3am every night, to sync with the “Own the Night” theme. Images of “soccer pitching” and a basketball ﬁeld with animation were projected on the ground. Youths could stand in front of the bus shelters and share their pictures with friends. Furthermore, QR codes were added to the bus shelters to encourage youngsters to download the WeChat app and add Nike ID, so they could follow the whole “Own the Night” programme. The campaign obtained a record high score in top-of-mind ad awareness compared with 2012 and outperformed its rivals in top-of-mind brand awareness.

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CMY

MARKETING FEATURE: OUT OF HOME

ROADSHOW FILMS OBJECTIVE To engage people through the fun and inspirational sides of business life. The ﬁlm, The Wolf of Wall Street, was therefore a perfect example. CAMPAIGN The Citylights campaign was live from 21 January to 27 January in Sydney, Melbourne and Brisbane. Innovative panels appeared at Elizabeth Street, Martin Place in Sydney, Southern Cross station in Melbourne and the Queen Street Mall in Brisbane. The concept was launched by OMD in partnership with JCDecaux Innovate and

Roadshow Films. It featured Citylights panels filled with genuine $100 bills to the value of $10,000. The custom-built panels were fitted with fans to create a whirlwind of cash – swirling behind an image of the film’s high-flying protagonist, played by Leonardo DiCaprio. Security staff guarded the panels from 7am to 7pm, Monday to Friday. On Saturday and Sunday they were guarded from 10am to 5pm with the money removed overnight. Other aspects of the campaign consisted of running an online YouTube masthead showcasing the extended trailer. TVCs also ran to target the 18 to 39-yearolds.

two months and the key challenge was to utilise an existing platform with limitations that included corrugation. Given the global material matched with the limitation of the site, the Samsung creative team determined two elements: the phone and the

background which formed as the big idea for a 2D execution. This allowed the campaign to have two parts – a teaser phase as the team worked on the fabrication of the phone and the launch phase where the Samsung S4 was unveiled via a superimposed 2D execution. Therefore, the team developed an additional billboard panel over the silos to create a 2D effect. It became a billboard over another billboard. The result was an immediate increase in the awareness levels of the Samsung S4 and the eventual sellout of stocks. The photos of the site went viral and the “likes” were countless days after the unveiling. In one day it had 110 “likes” on Facebook with all comments being positive. The positive trend continued for two months following the launch.

media partner who owns the most comprehensive reach with 68.2% of Singapore community who rely on public transport. Bus-stop panels were transformed into interactive canvasses, placing ex-offenders’ creativity in the foreground. Also installed were photo booths giving commuters the opportunity to take pictures and share with friends and family. These photos were then uploaded to YRP’s Facebook page for social sharing. The digital panels on the bus shelters were embedded with NFC or QR codes for the public to send good wishes electronically. By tapping their mobile phones against these codes they were directed to a customised mobile landing page. Messages also appeared on the digital panels and on YRP’s Facebook page and

the bus-stop panels became a live canvas for community involvement. Music videos composed by ex-offenders were produced and featured on the bus-stop panels. The post campaign survey showed signiﬁcant improvements in acceptance rates in both work and personal life. Acceptance of an ex-offender as a superior in a workplace increased from 73% in 2012 to 80% in 2013. Meanwhile, acceptance of an ex-offender in a romantic relationship increased from 54% in 2012 to 61% in 2013.

SAMSUNG

OBJECTIVE To create awareness of the Samsung S4 phone as it launched in the Philippines. CAMPAIGN The OOH component of the campaign ran for

SINGAPORE PRISON SERVICE OBJECTIVE The greater marketing challenge into YRP’s 10th anniversary, was to trigger acceptance or action from the public, to be more involved in accepting ex-offenders into their work, communities and families. CAMPAIGN The campaign aimed at evoking emotions and bringing the Singaporean community closer to the ex-offenders. Moved by what the ex-offenders had created during their journey of transformation as a display of personal strength, UM the agency behind the campaign projected these through media touch-points. This also became a call-toaction for Singaporeans to reciprocate through words of encouragement and support. Owing to a restricted budget, YRP focused on an OOH

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MARKETING FEATURE: OUT OF HOME

UNITED INTERNATIONAL PICTURES

OBJECTIVE The campaign was done to create hype for the launch of the Despicable Me 2 movie, among the local public. CAMPAIGN The campaign ran for three weeks for which United International Pictures partnered with SMRT Media and media agency MEC to launch the blockbuster movie. The campaign consisted

of creative station concept buys, vibrant visuals on advertising panels and movie trailers on digital platforms. United International Pictures also created an engaging on-ground activation by bringing its adorably funny minions to Orchard Station in July 2013. For the ﬁrst time ever, these hugely popular yellow characters visited a train station in Singapore where fans, both young and old, were thrilled with their surprise visit and the photo opportunity with the minions.

The six-month campaign was featured in various out-of-home media, including advertising in more than 120 taxis, ﬂagship bus stop six-sheet posters and a key train station in close proximity to the business, retail and entertainment district. The campaign aimed to create a strong top-of-mind awareness among tourists and locals on WRS’ park experiences for close encounters with wildlife. With the opening of its latest attraction, River Safari, WRS boasts Singapore’s largest and most diverse animal collection with more

than 15,000 animals from more than 1,100 species. To promote the River Safari Asia attraction a separate execution was launched. The campaign for River Safari was created by boutique creative shop Blak Labs and ZenithOptimedia. It ran on a series of subway posters, bus shelters and taxi wraps. A number of the instillations of 3D animal structures allowed the public to interact with the ads. The campaign ran for six months from November 2013 to April 2014.

WILDLIFE RESERVES SINGAPORE

OBJECTIVE To put across the park’s unique rainforest setting and iconic animals to reach out to locals and tourists. This was done speciﬁcally at high trafﬁc areas and tourists hot spots. CAMPAIGN Wildlife Reserves Singapore, the parent company of Jurong Bird Park, Night Safari, River Safari and Singapore Zoo, launched its multiplatform marketing campaign, the “Ultimate Wildlife Experience”.

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Digital is fast changing the consumption of broadcast media. How do broadcasters and media owners reinvent to stay ahead of the game? Marketing in its latest Master Report analyses all the changes.

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Across the world, consumers’ access to entertainment and media (E&M) content and experiences is being democratised by the ever increasing access to the internet and explosive growth in the ownership of smart devices. According to PwC’s annual Global Entertainment and Media Outlook 2013-2017 (Outlook), while spending on non-digital media will continue to dominate throughout the coming five years, the growth is coming from spending related to media delivered digitally. In response, E&M businesses are continuing to raise their game in terms of customer insight and in business model and operating agility, as constant digital innovation becomes the industry’s new licence to operate. China, Brazil, India, Russia, the Middle East and North Africa, Mexico, Indonesia and Argentina will see the most growth, nearly doubling their share of total E&M revenues during the Outlook forecast period (20132017). In addition, the impact of a growing middle class and increased urbanisation in these markets will help reverse the fortunes of some segments of the industry. At the same time, more mature and technologically advanced markets, within North America, Western Europe and Asia Pacific, will be instrumental in driving the global shift towards digital consumption of E&M services. During the forecast period, the strong momentum behind digital spending will trigger significant tipping points in many of these markets. In Singapore, the proliferation of smart devices and extensive usage of social media is resulting in the generation of new business models and new ways of engaging with “digital” customers. This growth in digitally driven businesses is also bringing in new entrants to the market to compete with established players, resulting in more choice for “digital” consumers and increased competition for their spending capacity. Greg Unsworth, technology, media and telecommunications industry leader at PwC Singapore, said: “Given the rapid changes with Singapore’s excellent infrastructure, pro-business environment and technology savvy consumer base, Singapore is already currently recognised as an ideal location for E&M companies to base themselves to address the fast growing markets in Asia. However, to really harness digital growth opportunities and to help Singapore develop a vibrant ecosystem, which allows these sectors to grow sustainably, will take a concerted, broadbased, multi-year approach.” OPPORTUNITIES AND CHALLENGES VARY BY MARKET AND INDUSTRY SEGMENT As digital innovation and growth continues to dominate the E&M industry landscape, new trends will emerge in the coming years. The impact of these trends are forecast to vary by market and by segment and are reflected in this year’s Outlook as tipping points or contrasting market rates. Locally, of the 5.1% growth in total E&M spend over the next five years, 79.6% will be through digital platforms. The more mature markets of North America, Western Europe and Asia Pacific, including Singapore, will be instrumental in driving the global shift towards digital consumption of E&M services. • In Singapore in 2013, mobile access spend, at US$885 million, will account for more than 50% of total internet access spend, overtaking those from fixed-broadband. Mobile internet spend is expected to exceed fixed spend in the US and South Korea in 2013 and the UK in 2015. For some markets such as South Africa and Indonesia, mobile internet spend is forecast to be higher than fixed across the whole forecast period. • Digital E&M spend, encouraged by widespread ownership of smart

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devices, will constitute 48% of all spending in the mature markets, including Singapore, by 2017, which is almost double the level in 2008 and up from 34% in 2012. • Singapore is also seeing strong growth in the electronic home video market with 38.3% CAGR over the five-year period. Charlotte Hsu, entertainment and media industry leader at PwC Singapore, said: “We are seeing exceptional growth digitally in Singapore, especially in the mobile advertising, music and online gaming segments. This is driven by a surge in demand for digital and internet consumption via mobile devices such as smartphones, tablets, and even smart TVs.” In Singapore, several noteworthy areas of growth are as follows: • Mobile advertising is growing from a small base, with growth forecast over the next five years of 20% CAGR. • The digital music segment will grow at 15.7% CAGR over the next five years. • Online gaming in Singapore is growing significantly and will see a 14.5% CAGR over the next five years, which will overtake console gaming in 2016. Despite a period of modest growth, some segments will still constitute a significant portion of total E&M spend in Singapore. • Following a fall in spending towards the end of the last decade, the out-of-home (OOH) advertising market will enter a sustained period of growth at 8.3% CAGR. This is helped by innovative technologies and infrastructure improvements. • Newspaper publishing revenues from sales and advertising, which represent a significant portion of the total E&M spend in Singapore, will achieve growth of 1.4% to 2017, despite a global shift to online sources for news. A similar trend will also emerge in consumer magazine publishing. • TV advertising and subscription revenues will achieve steady growth of 3.5% over the forecast period despite the increasing competition and the evolution of over-the-top (OTT) offerings. Regulation will also continue to evolve in the face of this competition. INDUSTRY TRENDS ARE HAVING PROFOUND EFFECTS ON KEY STAKEHOLDERS To harness growth and turn it into rising digital revenues, E&M companies of all types are evaluating their competitive advantages and redefining their

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positions in the evolving ecosystem – with the connected consumer at its core. To achieve this successfully, every industry participant will need to invest in constant innovation that encompasses its products and services, its operating and business models and – most importantly – its customer experience, understanding and engagement. Outlook findings showcase how current industry trends are impacting consumers, advertisers, content creators and digital distributors. UNDERSTANDING NEW CONSUMERS IS KEY Over the next five years and beyond, all E&M businesses will increasingly engage with a new and more diverse global customer base, with different needs and expectations. According to this year’s Outlook, a new middle class is emerging that increasingly accesses the internet via mobile devices. Outlook predicts Brazil, China, India and Russia alone will account for 45% of fixed-broadband subscriptions and 50% of mobile-internet users by the end of 2017. Going forward, the E&M companies that seize a profitable position will be those with the speed, flexibility and insight to engage and monetise an evermore diverse global base of connected consumers – by delivering personalised, relevant, and ultimately indispensable content experiences. CONSUMERS ARE INCREASINGLY IN CONTROL, BUT ALSO INCREASINGLY CONFUSED Over the past five years, consumers have seen an explosion in their media choices. This year’s Outlook highlights this blizzard of consumption choices is creating confusion in the minds of the consumer and this extends to the legitimacy of the content they access. In response, PwC believes companies across the E&M industry are having to revisit their business and operating models. By innovating in agile ways and harnessing technologies to gain deep insight into consumers’ tastes and behaviours, E&M companies are starting to define a profitable, consumer-centric, multi-platform future. Smart and flexible distribution strategies based on consumer understanding will also help to deter piracy. FROM ‘MASS MEDIA’ TO ‘MY MEDIA’ As media consumption fragments across devices, consumers increasingly want personalised experiences: their content on their chosen devices when they want it. This move to “my media” can be seen in “cord-cutting” – where consumers abandon their Pay TV subscriptions and instead access the content they want via cheaper, internet-based content services. Although by 2017, revenues from OTT services are forecast to reach just 6% of overall Pay TV revenues, operators must adapt their services to changing consumer expectations for more on-demand content. A further manifestation of “my media” is consumers’ growing use of the “second screen” to comment on and share the experience of TV and other companion content with friends, often via social media. MULTI-PLATFORM ANALYTICS DRIVE ADVERTISER INSIGHTS INTO THE CONNECTED CONSUMER Outlook shows how advertising spending is continuing to migrate to new digital platforms. However, the traditional tendency to separate digital from other forms of advertising is arguably questionable. As audiences increasingly consume media across multiple screens, devices and platforms, advertising must also become platform-agnostic. The ability to attract advertising revenues in the future will depend on offering advertisers credible, cross-platform metrics that define and measure audience reach, engagement and relevance.

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CONTENT CREATORS MUST HAVE BETTER INSIGHT INTO WHAT CONTENT CUSTOMERS WILL PAY FOR IN ORDER TO ENGAGE Like other industry participants, content creators need to adapt to the demands of connected consumers. This means getting closer to the behaviours and needs of those consumers than ever before. This includes harvesting data from social media, adapting the way products are created and distributed, and embracing new business models – including partnerships. As they pursue these strategies, the good news for content creators is that content’s central role in attracting, engaging and retaining consumers has, if anything, been positively strengthened by the fragmentation of media choices. THE RACE FOR CONTENT The rising value of content has fired the starting-gun on an industry wide race to acquire it. Recent years have seen several major acquisitions of content assets, as consumers’ rising expectation of ubiquitous access to premium and library content drives companies to focus on licensing and/or acquiring content, as well as on developing deeper customer engagement and insights. CHARACTERISTICS OF NEW BUSINESS MODELS FOR CONTENT CREATORS TO ENGAGE CONNECTED CONSUMERS To ensure their content remains relevant and valuable to their audiences, content companies must build new business models around five imperatives: 1. Harnessing the power of second screens – exploiting connected portable devices to deepen engagement with, and access to, the primary content. 2. Continuing evolvement of the windowing of video content – to meet the needs of connected consumers. 3. Bundling, in order to add value for content providers, operators and consumers – people still love a bargain, including a bundle of services for a “discounted” rate. 4. Overcoming the challenges of personalisation – by understanding consumers while respecting their privacy. 5. Encouraging and facilitating content discovery and recommendation – confused, connected consumers need help navigating to the content they want. DIGITAL DISTRIBUTORS MUST DELIVER A DIFFERENTIATED EXPERIENCE TO HELP DETER PIRACY Tackling piracy in the connected era cannot rely just on consumer education and tighter regulation and enforcement, important as those are. It means understanding consumers in order to deliver the right content to the right people, at the right time, place and price – via the right experience. It’s also vital to signpost where the legitimate content is available. Greg Unsworth, technology, media and telecommunications industry leader at PwC Singapore, concluded: “The old rationale of the E&M industry was to achieve complete control over the content life cycle from development through to distribution." "The connected consumer is the ultimate game changer – control is now in the homes and hands of E&M customers. Now E&M companies have to not only offer engaging content, but also an exceptional digital experience. This puts a tremendous burden on E&M companies of all kinds to find that ideal balance of the right content at the right price at the right time through the right medium.”

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DIGITAL DISRUPTION, TV TOUGHNESS Traditional advertising, especially print, is being massively disrupted with the rise of digital technologies. Mobile is promising even greater levels of disruption. In this age of the mobile consumer, is television facing the same challenges and decline seen in print advertising? Will the sequel to The Buggles song, Video Killed the Radio Star be â&#x20AC;&#x153;Digital killed the TV businessâ&#x20AC;??

According to the CASBAA APAC MultiChannel TV Advertising report, Pay TV is doing well in Asia, with some 58% of homes subscribing to multichannel TV. The Singapore Department of Statistics has recorded a steady year-on-year increase of Pay TV subscribers, and from 2007 to 2012, subscriber numbers increased 75%. But even while consumers relax in front of their computer or television

Reengineering in the digital era: SingTel is aiming to take a truly customer-centric approach to broadcast.

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screens, they are also likely to be on their mobile phones or tablets, creating “multi-screen fragmentation”. Multi-screen fragmentation occurs when consumers view content on multiple devices, whether sequentially, simultaneously or separately. They are also increasingly watching video content online, taking the attention away from broadcast content. According to a comScore report, 83.1% of the world’s online population consumes online video content. While audiences may be referring to multiple devices while watching TV, they are also found to be searching for, or chatting about, something they have just watched. In a Microsoft study on “Cross Screen Engagement” – observing consumers using multi-screens – they identified these behaviours as “Investigative Spider Webbing” and “Social Spider Webbing”. Microsoft describes “Investigative Spider Webbing” as simultaneously seeking related content across more than one device. “Social Spider Webbing” is the “mirror image of Investigative Spider Webbing” – after watching live events on TV, consumers share and connect on social and communication networks, such as email or text, to talk about what they were watching. TV remains attractive and integral for information and entertainment, and provides a large and valuable audience for advertisers. CASBAA has found TV attracts a more affluent audience, who are early adopters, decision-makers and travellers. The US-based Shullman Research Centre, which provides custom market research and luxury market insights, recommends luxury brands continue to reach their audience through traditional media, including TV. Its research found that 81% of luxury buyers in the US remember advertisements they see on TV. While Millennials say they are hooked on digital devices, US digital marketing company ExactTarget reported the influence of TV advertisements happens to be “… highest among younger consumers”. IF YOU AIR IT, THEY WILL WATCH US broadcaster NBC believes the rise of multi-screen fragmentation is contributing to an increase in time spent watching TV. Viewers who watched the London Olympic Games on multiple screens averaged six hours and seven minutes on TV, while those who watched TV exclusively averaged four hours and 19 minutes. The “Investigative Spider Webbing” behaviour identified by Microsoft in its “Cross Screen Engagement” study showed how consumers were driven by what they see on TV, and vice versa, to consume even more information. The behaviour is described as “a curiosity led moment of deep engagement”, as the search for related content on a secondary device amplifies the experience on the primary screen. One Microsoft study respondent said: “I use my tablet to make what I’m watching on TV more interesting. I’ll watch football on TV while getting information on the teams and players on my tablet.” TV IS DEAD; LONG LIVE TV Today’s consumers are using online and mobile resources for entertainment and news; SingTel’s NewsLoop app has 1.2 million downloads. The world of information is instantly and constantly in their hands, without the preset schedules that broadcasters have always used, and need to continue using. Broadcasters are, however, adapting, offering video on demand and recording options. SingTel’s Pay TV service – mio TV – offers subscribers both options, providing viewers the convenience of viewing programmes based on their own schedules.

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The mio TV subscriber base continues to expand – from 398,000 to 418,000 (2012 to 2013) – leading its competitors in audience growth. At the same time, a signiﬁcant number of downloads for the mio TV GO mobile app demonstrates the importance of providing subscribers with services that meet their needs, from content, to keeping up with them while they are on the move. Mio TV’s viewers are strongly male, drawn to its many sports channels and exclusive sports content, such as the Sochi 2014 Olympic Winter Games. TV’s dominance during sporting events is global. According to research by GfK and The Associated Press, 86% of US internet users said they followed the Olympics’ coverage on TV, rather than online or through newspapers. Another study, by Experian Marketing Services, showed that more than half of Olympic TV viewers in the US noticed TV advertisements and engaged with advertised products. In Singapore, the Barclays Premier League (BPL), the world’s most watched football league, largely draws a huge, mainly male audience of 18 to 45. Mio TV offers an opportunity to reach a dedicated male audience with the BPL and live sports events such as the Rugby 6 Nations, Youth Games, Asian Games and action-packed programmes such as X-Factor. SingTel Advertising continues to innovate with its offerings to marketers, providing integrated advertising solutions, from Pay TV, to digital, to mobile. Consumers on-the-go can even see the latest mio TV shows, with the mio TV GO mobile app. A football portal is featured in the app, providing information on individual players, and engaging football fans more deeply. Mio TV has also introduced new channels, including RTL CBS, cHK (in 2013), original local productions such as Are You Hokkien ( 你是福建人吗?) and the BPL-dedicated Goal Zone, hosted by Dominic Lau. RTL CBS features the latest US entertainment, drama and reality shows, while cHK offers the latest Hong Kong blockbusters, celebrity driven infotainment, trendy lifestyle shows, and cutting-edge late-night programmes and dramas. Television remains strong in Singapore and in Asia. Rather than the rise of digital being a threat, traditional and digital media can co-exist, bringing audiences better entertainment options and giving marketers more platforms to reach their target markets. Bridging the gaps between TV and digital by recognising the changing world of content consumption, and creating integrated campaigns to reach consumers across multiple points, will ensure a more successful marketing campaign, and a better viewing experience.

ABOUT SINGTEL ADVERTISING SingTel Advertising is built on years of successful advertising services, now restructured to serve marketers better, providing advertising solutions that connect to customers and potential customers. SingTel Advertising provides one of the best integrated solutions in the market, across digital (SMS, location-based, online banners, EDMs), TV, apps (NewsLoop, AMPed), and other customised solutions. The new SingTel Advertising brand represents the strength of a long presence and deep market i nsights, while equipping marketers with products and services that can best engage the connected, digital and always-on consumer. SingTel Advertising is a key part of SingTel Group and a leading player in the digital ecosystem.

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SPOTLIGHT

SingTel Advertising MAKING THE CASE FOR THE NOBLE SPORTS FAN Welcome to the world of the sports fan. The one who sits, jumps, screams for his team, excited and absorbed with every movement, every decision, every play and every penalty. The one who dedicates his waking hours to the game, and even names his progeny and pets after his idols “Messi”, “Ronaldo”. Where identity is derived from, and unity is reinforced, through the colours of the jumper. The winning, the losing, the emotions – not for everyone, and a mystery (if not misery) to some (the wife, the girlfriend) – this is their nature, their life and their love. THE MARKETERS AND THE MONEY Hearts and passions follow teams and athletes, and with such an engaged and captive audience, marketing dollars naturally follow. The global sports marketing ecosystem is big, valued at US$45.5 billion, according to PwC. Make no mistake, the sports fan is valuable. And the value is not just in the dollars. The 2013 Catalyst Fan Engagement Study found sports fans share and connect extensively with other fans through today’s mass of digital platforms. The report noted fans engaged with brands they see during the broadcast of sporting events, either through social media or through direct purchase. A separate study in the International Journal of Sports Marketing & Sponsorship, which reported on the relationship between investment in sponsorship and business performance, found Olympic sponsors saw faster net income growth than S&P 500 ﬁrms (7.8% to 6.5% per year). The study also reported bigger sponsors saw higher net income growth of 22.1% annually. GAME TIME, OVERTIME, ALL THE TIME – WHEN BROADCAST MEETS DIGITAL Live broadcast viewing remains healthy, particularly among the 18-49-year-olds, but today’s sports fans are increasingly demanding an all-round experience with their favourite athletes and teams. They

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check the latest updates on players, on games and share with other fans on social networks. Living the team transcends game time and geographies. Digital platforms will continue to develop as an engagement tool to build excitement, interest and to attract new viewers; digital’s rise extends the experience of broadcasts. The PwC report also indicated “multi-platform approaches for sports content have not replaced TV, but are complementary to it, rather than substitutional”. SINGTEL AND THE SPORTS FAN Since the launch of the Premier League on ESPN Star Sports on mio TV in 2009, SingTel has built mio TV’s offerings with 10 other sports channels: • • • • • • • • • •

FOX SPORTS STAR Sports Fox Sports News Fox Sports Plus HD Setanta Sports HD ASN (HD) mio Sports On Demand TEN Cricket STAR Cricket HD STAR Cricket Extra

Through these channels, mio TV offers value to advertisers to reach a sports-obsessed audience (including 55% of Singapore’s men) through live events such as the recent Sochi 2014 Olympic Winter Games, rugby’s Six Nations Championships, the 2014 Summer Youth Olympic Games and the 17th Asian Games, creating a symbiotic offering for the sports fan and the sports marketer. SingTel has also just confirmed the rights to broadcast June’s 2014 FIFA World Cup Brazil, which is certain to draw a big audience. The 2010 FIFA World Cup South Africa drew more than three million viewers in Singapore and more than three billion worldwide. Mio TV also leverages the advantages of today’s multi-screen behaviour by offering coverage on-the-go with the mio TV GO mobile app to ensure today’s mobile mio TV consumer catches the latest on their favourite players and sports events. The 2014 FIFA World Cup Brazil will be made available “live” and on-demand through tablets and smartphones through the app, so fans can watch the event at any time on their mobile devices. A different PwC report, “Outlook for the global sports market to 2015” confirms this concept, noting “research and indeed the experience of Pay TV broadcasters with exclusive sports content confirm that people are prepared to pay for additional value”. Sports fans are engaged. They are informed. They are connected. They are willing to spend. Marketers can build their brands among this motivated, dynamic audience base by associating with the success and excitement sports teams, athletes and events bring on a daily basis, reaching the ever-passionate and devoted sports fan.

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What are the forces redefining market research?

Research Asia Interactive returns in 2014 and will take an in-depth look at the developments, challenges and the future of market research.

Find out all about them on 27 June 2014 Grand Park City Hall Hotel,Singapore 9.00am â&#x20AC;&#x201C; 5.00pm

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EVENTS

Date: Thursday, 13th March 2014

Venue: Garibaldi Italian Restaurant & Bar

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MARKETING ROUNDTABLE SERIES:WHAT’S THE FUTURE OF ONLINE VIDEOS? Should you invest in original content or curate? Can you monetise it? Key publishers discuss their most pressing issues with online videos. Elizabeth Low reports.

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Online videos is a growing area in marketing communications. An eMarketer report estimates video views among internet users grew by 23% in 2013. However, online videos remain in their infancy stage for many companies. At a roundtable discussion held by Marketing, in partnership with Limelight Networks, several key publishers discussed the most pressing issues in using online videos. As the popularity of online videos rises, what should brands aim for? Marketing raised this question. Nearly all the attendees agreed brands should aim for original content which connects with consumers emotionally. “More than anything, the uniqueness of the content will be important,” said CheeK, the head of creative, content and marketing at Scripps Networks Interactive. With more consumers quickly shifting online, there is the question of having to segment audiences and choose what kind of online video content would appeal to each. CheeK said video spaces would become more personalised – the challenge for creators would be to find a stand

there. “Because you can’t be everything to everyone,” he said. Faster speeds and higher definition content is something creators and users can expect as well, according to Andy Clark, group vice-president of Asia Pacific at Limelight Networks. “Client demand will be for faster speeds, higher definition and on multi-devices. But Bandwidth does not grow on trees; we have to find ways for this content to be available at any given time,” Clark said. “And on top of that, viewers will demand the videos be catered to them. There are many new games to be released in the next few weeks. Microsoft released a new programme, iOS is coming out with a new system and there are a myriad other developments. Media owners need to be prepared and have to find ways for this content to be available at any given time.” Consumer preference will lead the way, according to Scott Mackenzie, the vice-president of channels at NBCUniversal. “As viewer behaviour changes over time, we have to be part of the transition. With E!, we are WWW. M ARKE TI N G- I N TE RAC TI VE . C OM

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targeting women between 20-44 and are really studying the behaviour of people in that group.” “We want to be where they are and if that is a video platform, we are ready for it.” Cost is another concern in the minds of marketers. While the demand for videos will go up in the future, can brands meet the need while managing costs? For many, the answer is no and this is an issue for publishers as well.

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Many publishers also shared how they had tried to move brands from doing ads in the e-magazine to videos, but to no avail because the costs associated were high. They also agreed technology such as augmented reality where users could swipe an ad and the video starts playing on the phone, sounded gimmicky, but there could be some potential. However, these are early days for online

videos and a lot still needs to be achieved in educating clients. How to create a strong online video strategy For most publications, online videos are still a fringe activity for them, with many using them as a means to extend the experience readers have with the brand. NBCUniversal’s Mackenzie said the company uses digital as a medium to primarily increase the number of touch-points for fans, allowing them to consume content off-air. As for online videos, it increases the “stickiness of the brand”. For the likes of SPH Magazines, digital is a big part of the company’s operations. According to Terence Ang, product manager of SPH Magazines, 63 of its magazine titles are in tablet editions and its teams work closely with the digital teams to work with client brands. “Say (for example) Burberry, they have videos they put on TV and various websites – and they want to put those videos in the tablet edition. They work with our media team to find a way to ensure that when you read the magazine, then migrate to the tablet and read the digital version, you get to see the video ad. Those are some of the integrated solutions that we are working on right now for SPH Magazines,” Ang said. For Burda Singapore, digital is used to extend its reach to a wider audience. “Being a local magazine, it is tough to reach out to a global audience, but with digital it helps. This helps to build our brand in international countries,” said Jaime Teo, marketing director at Burda Singapore. As for lifestyle content network, Scripps Networks Interactive, While its key business is still Pay-TV, CheeK spoke about how the company is actively exploring how it can leverage its substantial social media following especially on the Asian Food Channel. Local publisher Eastern Publishing said while pushing into other markets had been challenging, going digital had effortlessly allowed it this opportunity, which is why the company had been investing heavily in the digital realm, said Kenneth Tan, executive director at Eastern Publishing. The next step was to push into online videos. Expat Living Publications is exploring strengthening its loyal customer base through online videos. Online editor Rachael Wheeler talked about looking for a production agency to help with this for the publication. Imagine TV Network’s executive producer Elaine Xu said the company had opened its policies to placing content on YouTube for its reach. The issue now with that, was looking at AP RI L 2 01 4 M ARKE TI N G 5 1

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The protagonists Jaime Teo, Marketing Director, Burda Singapore Pte Ltd Scott Mackenzie, VP Channels, NBCUniversal International TVD Singapore Pte Ltd Kenneth Tan, Group Executive Director, Eastern Holdings Ltd CheeK, Head of Creative, Content and Marketing, Scripps Networks Interactive Brian Higgs, Online Editor, Edipresse Singapore Pte Ltd Terence Ang, Product Manager HardwareZone & HomeandDecorcomsg, SPH Magazines Pte Ltd Elaine Xu, Executive Producer, Imagine TV Network Pte Ltd Ric Stockfis, Managing Editor, Asia City Media Group Singapore Christine Wong, Regional Director Marketing & Operations, Superbrands Asia Pte Ltd Aloysius Chan, Marketing Manager, New Media, Regent Media Pte Ltd Rachael Wheeler, Online Editor, Expat Living Publications Pte Ltd Simon Cholmeley, CEO, Novus Media Solutions Pte Ltd Dev Inder Bhalla, Managing Director, India Se Media Pte Ltd Sandie Lee, VP & Channel Head, Rewind Networks Pte Ltd Andy Clark, Group Vice President, Asia Pacific, Limelight Networks

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placing content online across markets, especially for countries such as China, where YouTube was not allowed. “So the challenge is replicating our content,” Xu said. Regent Media’s marketing manager of new media, Aloysius Chan, said that where digital media was concerned, the company was still in its infancy stages. Asia City Media Group’s editorial director and publisher Ric Stockfis said while it had ventured into the app space as well as video content several years ago, efforts were still experimental, at this stage. However, he said the company saw “great returns” on videos, and was looking to work on videos more. “We find original content is what works.”

Edipresse’s Tatler magazine actively creates its own content and uploads that to YouTube, as well as on its articles on the website, said its online editor Brian Higgs. “People go to YouTube and search videos. And then we put them on an article on our website. We use social media channels to push people to our websites.” Sandie Lee, vice-president and channel head of Rewind Networks, said it had worked with StarHub to have its writers tweet and give the back story to the stars. “Otherwise it’s just a video,” Lee said. According to Simon Cholmeley, CEO of content creation agency Novus Media Solutions, digital is helping brands to become publishers. He also advised brands to find a balance between WWW. M ARKE TI N G- I N TE RAC TI VE . C OM

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cost and effectiveness for their videos, especially when it came to producing original or curated content. Factors to consider in marketing through online videos 1. Technology Limelight Networks’ Clark said one key factor in successful online video marketing was getting the technology right. “Anybody in technology understands that it does not just work; you have to have the right bit rate, the right file format, the right connectivity. It is becoming even more important to make sure the content teams and the technology teams are working together to ensure that we have the greatest content, but we have to get it in the hands of the users so they can enjoy it in the quality level they are looking for,” Clark said. SPH Magazine’s Ang agreed: “It is true in that if you want to access your content, you don’t want them to be buffering for a long period of time.” 2. Monetisation While having a clear-cut monetisation model for online videos is challenging, many are saying it is reaping returns. NBCUniversal’s Mackenzie said having an online presence and using videos there was helping its proposition for clients. SPH Magazine’s Ang also talked about HardwareZone Magazine’s video projects for clients such as Samsung, which saw the latter continue to work with the publication on more projects. 3. Original versus curated content Novus Media’s Cholmeley said while the cost

of putting up a video online was low, to properly create content and amplify it could be more costly. “Do you spend more on the content? Or do you spend more on technology? That’s always going to be the challenge until the cost goes down, is it

worth having a video look that great?” he asked. While several publishers have said that original content was stickier, others pointed out that an investment factor of time and money had to come into consideration. Also, video quality, when it comes to both original and curated content, was a question. Asia City Media Group’s Stockfis pointed out that was a consideration when deciding what videos came under his brands. 4. Metrics and analytics The next question that arose was one of metrics. What makes for successful online videos? The response was shareability, views and clicks, according to Burda’s Teo and Rewind Networks’ Lee. Others, such as Scripps Networks’ CheeK highlighted how important it was to be analytics-driven in the approach. SPH’s Ang said it was also about the experience given to clients. The roundtable was sponsored by Limelight Networks. For more details visit www.limelight.com

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On 20 March, more than 80 marketers gathered to discuss issues related to marketing analytics in an interactive conference organised by Marketing Magazine. The delegates sat on four roundtables on the topics: Analytics for social and mobile; big data and customer experience; predictive analytics; and multi-channel marketing. Here is a wrap up from the hosts for each of these topics. Analytics for social and mobile Recently released studies from We Are Social and Millward Brown revealed APAC is responsible for 52% of all social media activity globally, and 30% of global web traffic now comes from mobile. At the Analytics Interactive 2014 event, we sought to tackle measurement strategies across social and mobile and how companies were

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changing to meet the needs of this connected and very active consumer. It was clear most marketers are moving away from “vanity metrics”, for example, Facebook likes, mainly because they can be bought with advertising and, with Facebook’s algorithmic changes, audience reach is very low ongoing. All agreed there was a need for more engagement-

based measurement, but a lot of businesses still struggle to justify investment and resources with no ROI metrics. Surprisingly, most businesses still thought of Facebook and Twitter as the “social” players, and had not explored opportunities on other sites such as G+, Instagram and Pinterest. Very few businesses were tying social and website

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activity together and most still had not agreed on a standardised engagement measurement outside of reach and frequency. Many businesses were interested in exploring customer segmentation and targeting, as well as how they could differ conversations to meet the interests of those segments. Social login technologies such as Gigya are helping

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some brands bridge the gap between social and web activity and providing these businesses with a better view of their customers and interests across the web. Finally, we discussed how brands could leverage different strategies across social platforms based on the offering and its audience. This would allow brands to differentiate their conversations and play to the strengths of the platform, rather than just putting all their efforts into one avenue, hoping for a one-measurement return.

While mobile is exploding in Asia and is driving changes in consumer behaviour at a rapid pace, many businesses admitted little to no mobile activity or presence. In categories such as finance, employment and travel, businesses were seeing staggering numbers, up to 50% in some cases, of overall traffic coming from their mobile applications and sites. Some businesses admitted struggling with tying web measurement to mobile and most have not moved into engagement metrics such as app adoption, retention, funnel analysis,

etc. A majority still use app downloads and mobile site traffic as standard success metrics, so there is a long way to go in measuring mobile ROI. The differences and cross over between apps and sites was a hot debate, as many businesses with both planned to depreciate their mobile site once the app was established. The reasoning was mainly around content and accessibility. Apps live on customersâ&#x20AC;&#x2122; phones, and brands currently duplicate their content/experience across mobile sites and apps. Businesses without a mobile presence were confused over which they would invest in and why. While discussing differentiation, we also discussed ways in which businesses could use apps to be more involved in their customersâ&#x20AC;&#x2122; lives by providing complementary services. For example, Japan Airlines uses its app to guide its customers through the airport with alerts, directions, etc, almost like a personalised airport concierge service. The opportunity for businesses to align with consumer interests is an untouched area, and is an interesting way of differentiating apps and mobile sites. Despite the differentiation of maturity in social and mobile, all businesses are investing for growth in these areas and see the benefits of deeper engagement and ROI measurement across social and mobile for impacting their businesses and gaining customer insights. The writer is Aleetza Senn, co-founder |at Sparkline. Much of the discussion during the analytics for social and mobile focused on what to measure on what platforms and which metrics are the most important. Delegates shared their thoughts and real-world applications on analytics and how it has benefited them. What came out very strongly is that brands are still struggling to measure ROI on social and mobile. Big concerns included deciding the right budget, when to start monitoring and how to make sure you donâ&#x20AC;&#x2122;t lose yourself in the numbers. Even in cases where brands had developed a clearly defined analytics framework, co-relating the metrics back to tangible business metrics such as revenue and profitability were clearly lacking. Delegates, who represented brands from automation, testing and heavy industries, faced a different problem. For such brands communicating the value of embracing social and mobile to top management was proving to be difficult because most transactions happen offline and they are often unable to illustrate how social or mobile can help them in achieving better profits. The one clear consensus that came out was that most brands viewed social and mobile analytics as a way to measure brand awareness

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and reputation. It was good to see that almost every delegate I spoke to held the firm belief that analytics has a role to play in their business. What that role is and how it can be put in action remains to be seen. Mobile analytics was even more of a grey area for most delegates. Marketers, who had taken steps in measuring mobile ROI, restricted themselves to metrics such as app downloads. Mobile analytics has a lot of catching up to do in this region. Most delegates were unsure of how to approach mobile and how to measure it. However, the interest in mobile has only increased and given some time, most marketers are planning to invest, optimise and incorporate mobile analytics and applications for their businesses. The writer is Anshul Jain, Founder and CEO – ThoughtBuzz, TO THE NEW Singapore. Big data and customer experience There is no standard definition of the term “big data”. In general, any data that is generated at a high speed (stock trading data), that requires large storage systems (data centres), and that may come from multiple sources (web, social media, surveys, etc.) can be called big data. By mining big data companies can gain insights into potential improvements in customer experience. For example, by studying viewing habits of its more than three million subscribers, StarHub can improve its offerings of channel bundles. Often customer satisfaction is influenced by the amount of time customers spend waiting in queues. A retailer can examine purchase patterns to reduce checkout times and enhance the customer experience. A key question many delegates posed was whether there is a fundamental difference between improving customer satisfaction with traditional methods versus using big data. As big data availability is limited to large enterprises, can SMEs also make use of the data insights to make changes in their customer experience? This question is complicated by limited evidence on the ROI of big data analytics. Additionally, a few marketers felt that because of the nature of their business, which is more B2B than B2C, data sizes never reach large magnitudes. As such, big data was not a major concern for them. Other marketers, who have access to big data, were not sure where to start exploring and analysing the data. They felt a compelling need for a framework that guides a manager in this exploration. Additionally, how to convert the statistical analysis into marketing decisions turned out to be a critical challenge for most delegates. Is analytics good enough for more efficient decision-making? Even though big data analytics can help identify undetected patterns, it’s just the tip of the iceberg. Execution of the tactics

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and strategies is an even bigger challenge. Therefore, it’s important to have a data-centric organisation where everyone appreciates the value of the data-driven approach. In some cases big data analytics can lead to obvious solutions. In one case, delivery times for a pizza retailer emerged as the most critical determinant of customer experience. However, a deeper analysis of the outlets where this problem was severe could help improve customer service. Big data need not be always collected in-house. A bank interested in keeping an eye on customer

interactions on social media may tap into Twitter, Facebook, etc, to gain insights from the chatter. These data sets are likely to be huge with high noise-to-signal ratios. Therefore, looking for something useful there is akin to searching for a needle in a haystack. Yet, by doing sentiment analysis of the social networking data, companies can improve their service offerings. If people are complaining about stock outs, a retailer can improve its reordering system. Marketers are also concerned about the trade-off between setting up an analytics division in-house and outsourcing it. A few delegates

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There was also broad agreement organisations and professional marketers need to ensure a unified digital experience and this means working across different functions and building a responsive design process to ensure all customer interaction touch-points result in a unified experience. It was also recognised that combining social, campaign management, web content management and analytics into a robust customer experience platform was key to providing best-practice customer experience. One of the biggest challenges facing all organisations looking to improve their customer experience is to elevate executive stakeholder discussion beyond their own departments to that of being focused on customers. The writer is Julian Quinn, vice-president, Japan and Asia at SDL.

expressed concerns about higher costs when outsourcing analytics. Such costs are part of their marketing budgets, which in many cases are inadequate to begin with. As such, justifying the use of analytics to the higher-ups can be a daunting task. Overall, marketers understand there is a potential for leveraging big data for better customer experience. However, most are not convinced about its relative value yet. The writer is professor Ashwin Malshe, assistant professor of marketing at ESSEC Asia Pacific.

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Customer experience management was a hot topic and virtually all participants agreed that focusing on the customer experience journey regardless of industry type was paramount to organisational success. While there was much discussion on exactly what constitutes customer experience management there was broad agreement it was a strategy and a practice for managing customer experiences online and offline to acquire, retain and provide the highest standards of service to customers such that they become brand advocates.

Predictive analytics Given the buzz surrounding big data, the topic of predictive analytics was popular. Marketers really wanted to learn how to get started in this area, which is natural when you consider Amazon.com makes nearly 30% of its revenues from its recommendation engine. We discovered that while a lot of companies do have access to data, they donâ&#x20AC;&#x2122;t know how to organise and apply it. We found a lot of companies are still considering whether to build this capability in-house or outsource it. Having worked on this for a lot of MediaComâ&#x20AC;&#x2122;s clients, our advice to marketers was to outsource it, for two reasons. First, building an overarching culture conducive to the use of analytics is difficult; and second, hiring and retaining the talent to use data for predictive purposes is very

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challenging. This is where working with specialist agencies can benefit client marketers. We left delegates with three thoughts on how to approach predictive analytics: 1. Don’t collect data for its own sake. Start with a hypothesis and collect it in that area; 2. Get the right data. Data needs to be harmonised and usable or it will be useless; 3. Start small to build confidence in upper management and then move on to bigger challenges. The writers are Rahul Vasudev, head of digital, MediaCom APAC and Pádraig Flynn, head of analytics, MediaCom APAC. Analytics in Singapore is alive and kicking. That’s the line stuck in my head four days after Analytics Interactive – even creatives and brand marketers in the room were eager to adopt more data-driven practices to drive and optimise their marketing. Here are the five biggest challenges that emerged from my roundtable discussions on the topic of predictive analytics: 5. Reporting instead of insights While most companies and marketing divisions had some sort of internal reporting system, it typically focused on repeatable reports rather than action-oriented insights. A manager from a global IT firm complained about how her analysts halfway across the world didn’t understand her changing requirements and continued to provide data instead of insights. A senior director from a real estate group shared how hard it was to look at rows and columns of information and actually make sense of it. 4. Tracking conversions in B2B Many marketers in the room came from B2B organisations or B2C marketing divisions where sales cycles were extremely long. And, as the data for the sale was spread thin between sales people, CRM systems, web analytics systems and many more data sources, collecting and making sense of the information was a huge challenge. 3. To outsource or in-source When faced with growing pains in their analytics functions, most marketing divisions were torn between outsourcing their analytics capabilities and grooming in-house teams. Both have their pros and cons: outsourcing is quicker to show results, with a lower cost; while in-sourcing is better at getting more insightful information out in the long term. While the consensus was leaning towards getting started with outsourcing, the argument in the room was far from settled. 2. Lack of talent in Singapore

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A common complaint across all the tables was the lack of qualified data-driven marketers in Singapore. The analytics-driven marketers were concerned about the lack of analytics training, education and development for growing their teams. Meanwhile the creative marketers wondered why “quants” or analysts in their organisation had so little marketing knowledge. 1. Too much “big data”, too little storytelling Everyone seemed to have invested in data collection in the past few years, but very few had invested in smart analysts to interpret the data. Most folks in the room agreed that the need of the hour was storytelling and actually describing the narrative told by the data instead of simply collecting the data. One large exception was a popular telecommunications firm that had dedicated people in the organisation to not just read the data, but to make storyboards out of it to explain it to relevant users. It’s fantastic to see this evolution beginning to happen in some organisations. The writer is Rachit Dayal, managing partner, Happy Marketer. Multi-channel marketing During the conference, some marketers discussed the struggles they are facing in

entering the Chinese market. It struck me again how difficult it is for overseas companies entering the digital world. Companies looking to do business in China often stumble because they don’t understand the local market very well and are very much unaware of the current developments in Chinese technology. Most marketers need to know how to connect to the ground since it will be very difficult to succeed if you don’t understand the local market. Another important discussion was about their multi-channel marketing experience in launching their campaigns in China. Some marketers actively invest in multi-channel marketing campaigns, while others still rely on traditional methods such as print and outdoor to market their company. It was clear that most didn’t have a concrete idea of how to measure the success of their campaigns and didn’t have concrete benchmarks. Most delegates were quite keen to know more about China. As mobile usage continues to grow, mobile and social media platforms such as Weibo will increasingly become the most important marketing platforms in China. Most delegates were interested to understand how to make their content go viral, and mentioned the difficulties of doing SEO in China. The retail business in China was also one of the biggest concerns among the roundtable discussants, in particular, the question about how to gain the trust of Chinese users. The writer is Frankie Ho, general manager, China Search (Asia).

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CAREERS

CAREER PATH Aric Tan Assistant marketing manager The Manhattan FISH MARKET

First job? I was flipping burgers on my first job. Seriously! First job in advertising/ marketing? At The Manhattan

Fish Market. Best job? Being a bartender. It allowed me to “market” and showcase my abilities through my mixing skills – the cocktails I concocted. Perks of your current job?

Being able to spend regular hours with my family on the weekends tops the list. And having a supportive CEO who is bold enough to listen to our wild ideas instead of sticking to the usual conventional ways of marketing. Worst job? I’m glad I have not experienced that, so far. Marketing professionals you admire? Steve Jobs. He might

not have been a trained marketer, but he made Apple a brand that consumers wanted to own, and wanted badly. Best career advice you’ve been given? It is not the

strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change – Charles Darwin. Why a career in marketing?

Creativity and passion. I am fortunate my CEO appreciated this and moved me to the marketing team from HR. If you weren’t in marketing, what would you be? A bartender

– constantly thinking of new recipes and tastes that would wow and satisfy my guests. How do you wind down?

I like to unplug from all electronic devices and bond with my two kids. Our favourite activity is building train sets together and letting our imagination run wild.

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JOB SHUFFLE Saatchi & Saatchi appointed Pablo Del Campo as worldwide creative director. He founded Del Campo Saatchi & Saatchi in Buenos Aires in 2000, and was regional creative director of Saatchi & Saatchi Latin America for seven years. While his new role involves travelling throughout the agency’s network, Del Campo will remain based in Argentina, and involved in the agencies in Buenos Aires and Madrid. Following a major global shake-up at Yum! Brands, the company has restructured its marketing leadership in Asia. Vice-president and CMO of Asia FBU, Vipul Chawla, was promoted to managing director of Pizza Hut, Asia FBU. Anhul Chauhan was appointed CMO of Asia for KFC taking over Chawla’s duties for KFC. Chauhan reports directly to the managing director of KFC Asia FBU, Ted Stedem. Bates CHI&Partners Singapore appointed Christina Chong managing director, reporting to CEO David Mayo. She starts in April. Chong has more than 15 years of experience and has joined from BBH where she was managing partner and head of account management. She joined BBH in 2006 as business director to run Unilever’s vaseline business, where she handled regional and global responsibilities. CA Technologies appointed Kenneth Arredondo as president and general manager of Asia Pacific and Japan. Arredondo is based in the company’s Asia

Pacific and Japan headquarters in Singapore. He is responsible for CA Technologies’ business in the region that includes Australia, China, Hong Kong, India, Japan, Singapore, South Korea and Taiwan. He replaces Lionel Lim who has held this role since 2010. Mediabrands’ UM Spain’s strategy, insights and analytics partner, Pablo Gomez, has been promoted to the role of regional communications planning director for IPG Mediabrands APAC. Gomez is based in Singapore and reports to Natalie Pidgeon, chief strategy officer of IPG Mediabrands APAC. He provides renewed support to the core brands of UM and Initiative. His role focuses on integrated strategy, creative output, communications planning and thought leadership. Andrew Au, former managing director at Fluid Hong Kong, took on a new role as Singapore’s managing director for independent creative agency Imagination. Based in Singapore, Au will officially start his role on 3 March, but has already become involved with his new duties. As managing director, he reports to Imagination’s regional CEO Mark Barrett and will work across the agency’s clients, including Shell, HP, Pierre Fabre and Unilever. Paras Sharma, vice-president of Fox International Channels, is set to take on a new role at Viacom International Media Networks as vice-president of MTV Brand, Comedy Central and Digital Media Asia. Sharma (pictured) starts with

Viacom on 17 March and will be based in Singapore. He will report to Indra Suharjono, executive vicepresident and managing director for Asia. Project: WorldWide appointed industry veteran Michael Tan managing director of shopper marketing for Asia Pacific. Tan, formerly the managing director for Asia Pacific at shopper marketing agency Saatchi & Saatchi X, will spearhead growth across Project: WorldWide’s agencies in the region. Before Saatchi & Saatchi X, he held a variety of leadership positions with Grey/G2 and Ogilvy Action Asia Pacific. He will be based in Guangzhou, China. Video ad platform TubeMogul promoted Phu Truong to managing director for Southeast Asia, and expanded its executive team to help brands and advertising agencies accelerate the adoption of automated buying. Truong, who acted as director of the company’s operations in Asia for 18 months, is the former vice-president of commercial operations for the BBC, where he worked for more than five years. Standard Chartered appointed Sanjeeb Chaudhuri to the newly created role of group head of brand and chief marketing officer. He will be based in the UK and will oversee all brand and marketing teams across the group, and take overall responsibility for developing a singular cohesive brand strategy. He currently serves as the bank’s regional head for South Asia and CMO for the consumer bank.

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10/4/2014 5:37:49 PM

LAST WORD

DID AMERICAN APPAREL GO TOO FAR WITH THIS AD? American Apparel has made headlines again with another controversial ad. Here is what Rezwana Manjur thinks about it.

American Apparel has made headlines again with another controversial ad. The brand, which famously featured 62-year-old Jacky O’Shaughnessy as its lingerie model revealed its latest campaign with a bare-chested Bangladeshi model. Posted on its retailer’s website, it identifies the model as Maks who is a Bangladesh-born merchandiser and has been with the brand since 2010. The description under the ad then reads: “She doesn’t feel the need to identify herself as an American or a Bengali and is not content to fit her life into anyone else’s conventional narrative.” This I personally find ironic because labelled across her chest, by American Apparel, are the words: “Made in Bangladesh.” I’m forced to question: If Maks did not wish to be identified as of a particular nationality, why pose for a picture that boldly proclaims: “Made in Bangladesh”? Having my own roots tied to Bangladesh, I can attest that in the largely Muslim nation, an ad such as this would be highly inappropriate and unfathomable.

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American Apparel told Marketing it was not commenting on the commercial. Here’s the full text that came along with the image: She is a merchandiser who has been with American Apparel since 2010. Born in Dhaka, the capital of Bangladesh, Maks vividly remembers attending mosque as a child alongside her conservative Muslim parents. At age four, her family made a life-changing move to Marina Del Rey, California. Although she suddenly found herself a world away from Dhaka, she continued following her parent’s religious traditions and sustained her Islamic faith throughout her childhood. Upon entering high school, Maks began to feel the need to forge her own identity and ultimately distanced herself from Islamic traditions. A woman continuously in search of new creative outlets, Maks unreservedly embraced this photo shoot. She has found some elements of southern California culture to be immediately appealing, but is striving to explore what lies beyond the city’s superficial pleasures. She doesn’t feel the need to identify herself as an American or a Bengali and is not content to fit her life into anyone else’s conventional narrative. That’s what makes her essential to the mosaic that is Los Angeles, and unequivocally, a distinct figure in the ever-expanding American Apparel family. Maks was photographed in the High Waist Jeans, a garment manufactured by 23 skilled American workers in downtown Los Angeles, all of whom are paid a fair wage and have access to basic benefits such as healthcare. In my opinion, the ad is also borderline disrespectful to the conservative religion of Islam where women are encouraged to stay covered. Under her topless figure, the ad describes Maks as “vividly remembering attending mosque as a child alongside her conservative Muslim parents”. In fact, it was her parents’ traditional ways that helped “sustain her Islamic faith throughout her childhood”. I am not sure how going into such depth about her Islamic upbringing is necessary to pointing out that one can build his or her own identity. Was this simply a sly move for the retailer to take a jab at the conservativeness of Islam? I wonder. And if you can actually grab your eyeballs away from her naked chest, you will see Maks wearing a pair of high-waisted jeans, which according to the garment manufacturer were made by “23 skilled American workers in downtown Los Angeles, all of whom are paid a fair wage and have access to basic benefits such as healthcare”. Even if this was actually an attempt to raise awareness on the 2013 Rana Plaza factory collapse and make a balanced stand for the issue, I feel that an ad with a bare-chested Bangladeshi youth does absolutely nothing for the three million women in the Bangladesh garments industry slaving away.

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10/4/2014 5:37:14 PM

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