Marketing magazine Hong Kong - Futurist 2017

HK$55

Cars are driving people.

An AI has been hired as creative director.

The future is here, but what does that mean for marketers?

WHAT A TIME TO BE ALIVE

Editorial Carlos Bruinsma, Editor carlosb@marketing-interactive.com

㻊嗦䢮⬌

Inti Tam, Deputy Editor intit@marketing-interactive.com Angel Tang, Senior Reporter angelt@marketing-interactive.com Tracy Chan, Bilingual Sub Editor tracyc@marketing-interactive.com Advertising Sales - Hong Kong Sara Wan, Sales Director, saraw@marketing-interactive.com Sherman Ho, Account Manager shermanh@marketing-interactive.com Ruby Lee, Account Manager rubyl@marketing-interactive.com Advertising Sales - International Søren Beaulieu, Publisher (Singapore) sorenb@marketing-interactive.com Production and Design Shahrom Kamarulzaman, Regional Art Director shahrom@lighthousemedia.com.sg Evisu Yip, Associate Art Director evisuy@lighthousemedia.com.sg Samson Lam, Graphic Designer samsonl@lighthousemedia.com.sg Events Yeo Wei Qi, Regional Head of Events Services weiqi@lighthousemedia.com.sg Cathy Luk, Manager - Events Services cathyl@marketing-interactive.com Sarah Kee, Lead Producer sarahk@marketing-interactive.com Finance Evelyn Wong, Regional Finance Director evelynw@lighthousemedia.com.sg Management Tony Kelly, Managing Director tk@marketing-interactive.com Justin Randles, Group Managing Director jr@marketing-interactive.com

Lighthouse Independent Media Ltd. Printed in Hong Kong by Asia One Printing Ltd. For subscriptions, contact circulations at +852 2861 1882 or email subscriptions@marketing-interactive.com.

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Our world has become the stuff of science fiction; we can instantly communicate across the earth and beyond in mere nanoseconds. We have more computing power than what first put man on the moon in our pockets.

We have all the information in every library on earth right underneath our fingertips. And, perhaps most importantly, we can look at funny pictures of cats while taking our morning constitutional.

What a time to be alive.

In all seriousness, the world is changing; even more so for marketers. Especially the advent of AI means opportunities, challenges and insecurities. Overall, though, I think we all have questions.

Is artificial intelligences going to take our jobs? How can we use AI to make our jobs easier or become better marketers? How do we really use data?

While these questions are good questions to be asking, and certainly worth investigating, what really excites me about the future is not how AI will impact marketing, but how marketing will impact AI. Given marketers’ inherent creativity, can you imagine the new product designs, ads, slogans and campaigns for truly autonomous products?

Take self-driving cars, for example. If they drive themselves during the daily commute, perhaps we need to rethink the entire idea behind a car. Cars could become far more like living rooms on the road, so you could redesign cars to be more comfortable. Put in a luxurious sofa, or install a TV. Perhaps even a VR set to quickly emulate your important upcoming pitch, so you can get some last-minute prep done.

The possibilities are truly endless, and I have a feeling the marketing industry is not going to be a victim of the brave new world, so much as its catalyst. We’re already seeing some interesting work with “smart” devices, and I for one, can’t wait to see what’s next.

Enjoy the read.

᱑ᣥᎌᠾጦᑯᠥᡡ፨ጟⅉᛵᬧὓᅝᔾᣞᏁↅ᳗ᨓᡢ ⅎ╾⁴䱚│厖ᾥ䛛▓⢿凾俺虖䢇㵣⁉槭欥㲰䠊标㢗 䖒虇㎠↠䖍㟑㙐㢘㢃テ䠓梊勵懚䴦劌␪Ҹ ⢿䖒ᾙ㵞↚⢥㢇檷䠓㏏㢘幖宙抌䡰⢷㎠↠䠓㒖 ⶥᾚ虇㎥冔㢏捜嬐䠓㞾虇㎠↠╾⁴ᾏ戙㟷懚ᾏ戙㥴䢚 ⶞帢䠓㊈䲠⢥䏖Ҹ 㻊嗦䢮⬌Ҹ ᾥ䛛▓㝈棱抌㳲⢷㛈崙虇⶜⾑⧃㔷ひ⁉♰ℕ尹 ⶳ䚩虇ⶳ⌅㞾⁉⽴㠉劌䠓⎉䖍虇㊞☂嗦㯮懖ҷ㒠㎿╙ ᾜⴘ⋷㊮Ҹ俌㑻ℕ尹虇㎠尜䉉⪶ⵅ䂎勵ⳟ抌㞾⛞埮Ҹ ⁉⽴㠉劌㢒▵╥㢎㎠↠䠓⽴⃫虚㎠↠⬑⃤懚䚷 ⁉⽴㠉劌⁴ℎ⽴⃫崙ㄦ㢃ⵈ㞢㎥㎟䉉㢃⬌䠓⾑⧃㔷 ひ⁉♰虚㎠↠⬑⃤䢮㳲懚䚷㜇㙩虚 憨‪抌㞾ㄗ⬌䠓⛞槛虇‵ⓐ⎕⇋ㄦ䦣䰅虇⃕㢹ℕ 䢮㳲⁳㎠厗⫽䠓虇᾵棭⁉⽴㠉劌ⶖ⬑⃤㄀榎⾑⧃㔷 ひ虇军㞾⾑⧃㔷ひⶖ⬑⃤㄀榎⁉⽴㠉劌Ҹ ㌠坘⾑⧃㔷ひ⁉♰⢉㢘䠓␄㊞虇⃯劌㊂≞⎉䢮 㳲卹Ὴ䠓㜿䚱♐宼宗ҷひ◙ҷ╲埮╙ⴲ≂㻊⑤❝虚 ⁴卹此恙䉉ℚ虇⬑㤫ⴒ↠⢷㝴⿇憩⑳㢮朢卹姛此 歪虇㎠↠㎥冔梏嬐捜㜿ㆬ冒㸌恙剛ㄛ䠓㜃↚㬑ㆄҸ 㸌恙╾劌崙㎟ㄆ⃋彾棱ᾙ䠓ⴱも虇㏏⁴⃯╾⁴ⶖ㸌 恙㛈婬ㄦ㢃厡懸虇㛍僽ᾏツ巹啾㸨䠋虇㎥ⴘ婬ᾏ扷梊 嬥虇䚩厂╾⁴㢘ᾏ↚埪㙻⵵㟾婬僽虇慔憮㮰㙻⃯│ⶖ 懁姛䠓ひ◙㐤㮨虇⁴ⅎ⃫㢏ㄛᾏ⎕斧䠓䀥∨Ҹ ᾏ⎖ⶖ㢘䊰柟╾劌虇㎠孉ㄦ⾑⧃㔷ひ姛㫼ᾜ㢒 ⢷㢹ℕ╦㒺虇╹㢒㎟䉉⌅∻⒥␠Ҹ㎠↠⾁䢚⎿ᾏ‪㔰 䚷㠉劌宼∨䠓㢘弲⃫♐虇㎠㢒㑼䡽⁴ㄔⴒᾚᾏ㳴䠓 䠋ⷤҸ 屚亿杀⁙㢮桫尛Ҹ

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Carlos Bruinsma Editor WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

THE GAME CHANGE R MARK E TING HON G KON G 1

2 M A RK ET I N G H O N G K O N G TH E G A ME C H A NG ER

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CHANGING 改變2017的 THE GAME IN 遊戲規則 2017

The Futurist Live event brought together some of the keenest minds in marketing to predict the next “game changers” that are likely to impact the industry in months to come. From going back to basic principles of storytelling to the adoption of artificial intelligence and the use of data, here’s what the future holds, according to industry players. ҿ㢹ℕ⶗槛Ӏ㻊⑤䖍⧃Ⓘ桕ᾏ䣍勵䳚㢏棗㻊䠓⾑⧃㔷ひ⁉♰虇⌀▛榟㾻╾劌㢒⢷㢹 ℕ㜇㢗㄀榎姛㫼䠓Ӂ懙㏁㛈崙冔ӂҸㄭ⡭⎿岪㛔‚䠓⦉㢻┮⏖虇⎿㔰䚷⁉⽴㠉劌╙㜇 㙩懚䚷虇⾑⧃㫼䛛⁉⩺姷䫉憨抌㞾㢹ℕ䠓䠋ⷤ強⑱Ҹ 4 M A R K ET I N G H O N G K O N G TH E G A ME C H A NG ER

WWW. MARK E TING– IN TE RAC TI VE . C OM

The importance of a simple story

Some marketers consider 360-degree or VR video the next big thing in production, but technology is in a constant state of motion in the online video industry, so marketers need not adopt every new trend, according to veteran video content creator Kaho Yue. “Why do you need to use it?” is the question Yue, managing partner of Visualution Labs, always asks whenever someone wants to deploy these new techniques.

He believes that when it comes to new technology, it should align with the product or service itself and marketers have to keep in mind how something will benefit their brand.

He suggested that sometimes, rather than chasing viral factors, brands should get back to basics and think about how to craft authentic, yet simple stories, to connect with their customers.

Michelle Chan, HKT’s strategic partnership and business development vice-president, agreed that storytelling was highly important in capturing the attention of consumers.

Eschewing simply advertising, HKT has opted to engage in widespread sponsorship of key events to tell a story through association, and showcase the central role that telecommunications – and HKT itself – plays not only in the organisation and execution of these events, but also the sharing of the experiences that these events inspire.

“It’s about understanding our customers’ interests, lifestyles and habits, and playing a role in that. These events can be a great platform for not only brand awareness, but also feeds back into what we provide people as a brand, such as mobile coverage and WiFi, which they then associate with us.”

Dealing with falling numbers

Jasmine Tsang, managing partner of CruiSo Digital Solutions, has experienced the impact of falling tourist numbers first hand.

Even though the number of Chinese tourists continues to drop, the vast majority of the travel industry’s revenue in Hong Kong is still largely made up of visitors from China.

The first step in addressing the issue, according to Tsang, is to have “a presence in every step of the traveller’s journey; we assist in influencing their destination and consumption choices”.

In order to be this presence, brands need data.

“The first point to consider, then, is what are customers looking for? What inspires them?” she said.

Social listening gives brands exactly the information they need, but brands need to WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

“YOU NEED TO SEND THE RIGHT MESSAGE, AT THE RIGHT MOMENT, AT THE RIGHT LOCATION, AT THE RIGHT TARGET. CONTENT MUST BE TAILORED TO CUSTOMERS.” Ӂ⃯梏嬐⢷㳲䩉䠓㟑⏊ !⢷㳲䩉䠓⃜僽■㳲䩉䠓䡽㮨 !䠋憐㳲䩉䠓宙ㇾ虇 !⋶ⵈㅔ榗䉉槶ⴱ〵怺宑憯Ҹӂ

dedicate time to researching the “hot topics in town”, and accordingly, capitalise on them.

“You need to send the right message, at the right moment, at the right location, at the right target. Content must be tailored to customers.”

The impact of new tech

Technological advances in data analytics and media monitoring, such as machine learning and AI for example, are going to impact the marketing world, whether we like it or not. And this change might be necessary, due to the nature of data and the challenges we face in analysing data effectively.

“One of the biggest challenges is that we do not get the right data or that we might not be interpreting data in the right way,” said Jeffrey Hau, director of Prizm.

Eric Cheuk, digital marketing director at FWD, agreed. “Right here, right now, we are overwhelmed by data. We currently lack the resources, experience and the talent to effectively analyse data.”

While artificial intelligence could be very suited to help us interpret all this data, Adrian Toy, regional marketing director, APAC at PUMA, pointed out that the human element of marketing cannot be ignored.

“If we look at our data, we’ll find that our best-selling items during a given marketing campaign are black shirts and black shoes.

Does this mean we should only market those?

I don’t think so. We are marketers, and we mustn’t forget that we are here to add value to our products.”

ዯᣥ▥Ღ៞ᗇᛵᢽᢢᙨ ᾏ‪⾑⧃㔷ひ⁉♰尜䉉虇360〵㎥埪㙻⵵⨒㄀䏖㞾ひ ◙媌⃫䠓ᾚᾏ⪶強⑱虇⃕㙩幖㾀㄀䏖⋶ⵈ␄⃫冔Kaho Yue姷䫉虇佁ᾙ㄀䏖㐏姢ᾏ䢃埤㝋ᾜ㝆惘崙䠓䑏㋚虇⡯ 㳳⾑⧃⾑⧃㔷ひ⁉♰䊰榗㔰䚷㵞ᾏ䮽㜿強⑱Ҹ 㵞䜅㢘⁉㊂㔰䚷憨‪㜿㐏姢虇Visualution Labs ⦆姛▗⪴⁉Kaho Yue俌㢒⛞⁥↠ᾏ↚⛞槛處Ӂ⃯䉉 ⃤嬐ℎ䚷ⴒ虚ӂ⁥尜䉉虇㜿㐏姢㍘厖䚱♐㎥㢜⑨㢻怺 ‡䢇拜▗虇⾑⧃㔷ひ⁉♰ㅔ榗峈宧䚩灋⶜⁥↠䠓♐ 䏛㢘䡙Ҹ ⁥ら峿虇㢘㟑厖⌅憌㷑劌⪯䎕五䠓⡯亯虇♐䏛↡ ᾜ⬑⡭⎿⦉㢻㳴虇ㆬ冒⬑⃤媌⃫䢮⵵⃕䶰✽䠓㛔‚ ℕ凾俺⁥↠䠓ⴱ㏅Ҹ 欨㾾梊宙䳥䛴▗⃫╙㫼⑨㑢ⷤ⏾俌婐栂㛞ㆬ姷 䫉▛㊞虇㒖㛔‚岪慿⶜◇イ㼗幊冔㹷㊞棭⿇捜嬐Ҹ 欨㾾梊宙戇㙖䉉⪶⤚㻊⑤㕟Kひ㹪䠓庙␸虇憩懝凾 俺岪慿ᾏ↚㛔‚虇ᾜ≔ⷤ䫉梊宙姛㫼╙欨㾾梊宙㢻 怺⢷憨‪㻊⑤䠓仓俣╙⦆姛懝䮚ᾼ㏏䠋㕽䠓捜嬐⃫ 䚷虇㢃⌀▛⎕›憨‪㻊⑤㏏⿅ℕ䠓汣毦Ҹ Ӂᾏ⎖⢷㝋―孲㎠↠槶ⴱ䠓厗弲ҷ䚮㻊㝈ゞ╙兡 ㋲虇᾵╒厖⌅ᾼҸ憨‪㻊⑤ᾜ≔㞾㕟ⓖ♐䏛䥴▜〵 䠓捜嬐。╿虇㢃╜㞯―㎠↠♐䏛劌䉉⪶䣍㕟K䚩灋虇 ℚ⬑㏚㯮佁仰嬕噚╙Wi-Fi虇崢⁥↠样㟑厖㎠↠凾 俺Ҹӂ ⑬⁝ጄᣂᛵ∋ᑛ

CruiSo Digital Solutions⦆姛▗⪴⁉Kasmine Tsang嬹怺汣毦⎿㝔懙⁉㜇ᾚ柜䠓㄀榎Ҹ桥䋅ᾼ⢚ 懙ⴱ䠓㜇䡽⁜⢷ᾚ柜虇⃕欨㾾㝔懙㫼䠓⪶扷⎕㛅⋴ ⁜Ὴ嬐ℕ卹ᾼ⢚懙ⴱҸ 㙩Tsang姷䫉虇孲㸉憨↚⛞槛䠓䲻ᾏ㳴㞾Ӂ╒厖 懙ⴱ㝔䮚䠓㵞ᾏ㳴虇ⓣ␸㄀榎⁥↠䠓䡽䠓⢿╙㼗幊 戇㙖Ҹӂ 䉉―╒厖⌅ᾼ虇♐䏛梏嬐㜇㙩Ҹ⬈尹處Ӂ戲灋虇䲻 ᾏ灭嬐冒㋽䠓㞾虇槶ⴱ㊂嬐䚩灋虚䚩灋◇イ⁥↠虚ӂ 䫍″≍刌䉉♐䏛㕟K⁥↠梏嬐䠓宙ㇾ虇⃕♐䏛 梏嬐呀㟑朢䦣䰅Ӂ⥝ᾼ䍀尀ӂ虇ㄭ军✓䚷ⴒ↠ℕ庉╥ ⎸䃳Ҹ Ӂ⃯梏嬐⢷㳲䩉䠓㟑⏊⢷㳲䩉䠓⃜僽■㳲䩉䠓 䡽㮨䠋憐㳲䩉䠓宙ㇾ虇⋶ⵈㅔ榗䉉槶ⴱ〵怺宑憯Ҹӂ ỉᕂᰰᛵ⇝❀ 䊰履㎠↠✫㳰厖▵虇㯮⟷ⴇ兡╙⁉⽴㠉劌䳘㜇㙩⎕ 㤟╙Ⱑ汣䡲㔶㐏姢䠓懁㳴虇ⶖ㄀榎⾑⧃㔷ひᾥ䛛Ҹ无 㝋㜇㙩䠓ㆶ幹虇⁴╙㎠↠嬐㢘㛗⎕㤟㜇㙩㟑㏏棱卷 䠓㒠㎿虇憨ᾏ崙⒥╾劌㞾䊰╾戎⋜Ҹ Prizm␄愵⁉⌋俌䡲ℾ㟘䌨尹處Ӂ㢏⪶䠓㒠㎿Ὶ ᾏ虇㞾㎠↠㸡㢘䔁ㄦ㳲䩉䠓㜇㙩虇㎥冔㎠↠ᾜ劌⁴㳲 䩉䠓㝈ゞ孲崏㜇㙩Ҹӂ ⵛ姪欨㾾㜇䩋⾑⧃㔷ひ俌䡲Eric Cheuk姷䫉▛ ㊞ҸӁ⁙㟑⁙㝴虇㎠↠㳲棱⶜㔡⸀↡㼆䠓㜇㙩虇⃕㎠ ↠䡽⏜僉῞㢘㛗⎕㤟㜇㙩䠓幖䀟ҷ伢毦╙⁉㏜Ҹӂ 桥䋅⁉⽴㠉劌╾劌棭⿇懸▗⿺␸㎠↠孲崏㏏㢘 憨‪㜇㙩虇⃕ヹ欻‭⪹Ⓩ䍮摆俌䡲Adrian Toy 㒖ᾜ 劌ㆌ嬥⾑⧃㔷ひᾼ䠓⁉䉉⡯亯ҸӁ䢚䢚㎠↠䠓㜇㙩ⅎ 㢒䠋䖍虇⢷䐈⴩䠓⾑⧃㔷ひ㻊⑤ᾼ虇㎠↠㢏㠱摆䠓䚱 ♐㞾灠吁嫾姺╙灠吁䠓椚ⳟ虇憨㞾▵㊞☂嗦㎠↠㍘ 封✽✽摆⚽戲‪䚱♐虚㎠ᾜ憨灋尜䉉Ҹ㎠↠㞾⾑⧃㔷 ひ⁉♰虇㎠↠ᾜ劌ㅧ宧㎠↠䠓分帻㞾䉉㎠↠䠓䚱♐ ⨭⇋Ҹӂ

THE GAME CHANGE R MARK E TING HO N G KON G 5

HELLO,BOT HOW EVERYBODY WILL BE TALKING TO ( AND ABOUT ) AI 機械人虇你好Ҹ ġ㵞↚⁉ⶖ⬑⃤厖⁉⽴㠉劌屖⪸ ġĩ☛屖履ⴒ↠虄

6 M A R K ET I N G H O N G K O N G TH E G A ME C H A NG ER

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Artificial intelligence (AI) was once a hightech and lofty concept, but as it increasingly makes its way into businesses, the question every marketer should be asking today is: how can AI applications offer the best return on investment? Angel Tang reports. ⁉⽴㠉劌虃AI虄㢍伢㞾ᾏ↚懨ᾜ╾╙䠓䭠㐏㬑ㆄ虇 ⃕䜅ⴒ憟䃇䂁⋴⛕㫼ⷳ棱虇㵞⃜⾑⧃㔷ひ⁉♰ⷀ㍘封朚⭚⛞處 ⬑⃤憞懝⁉⽴㠉劌㍘䚷䮚ゞℕ╥ㄦ㢏ℂ䠓㐤幖⡭⧀虚 Angel Tang⧀⶝Ҹ

A few years ago, we couldn’t have imagined

all the drastic changes that mobile apps have brought to brand and consumer relationships.

Consumers expect their comments on TripAdvisor to be responded to by managers from luxury hotels; they expect retail brands to send out notifications when they have sales; and they demand more interaction and engagement in terms of content and its delivery process.

In short, the consumer wants to be in a connected brand relationship.

As marketers step into 2017, new innovation is elevating the customer relationship to a whole new level through apps and digital platforms. And the rise of AI, whereby people reduce their interactions with screens in favour of speaking directly to faceless machines, is set to once again redefine how brands communicate with consumers.

According to Forrester research, investment in AI will triple this year as brands tap into the potential of machine learning.

Two businessrelated applications of AI include enhanced data analysis that has WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

predictive capabilities based on previous customer interactions; and AI chatbots empowered by data that integrate digital assistants into a smart messaging app to start humanlike conversations with consumers.

In this feature, we talk to the innovation propellers behind the tech. We will also walk you through several game changers across various industries who have been fast enough to jump on the AI bandwagon, and the way they have applied this innovation to add value to their business.

It is not merely a matter of implementing something new, but about empowering a brand to fit into people’s evergrowing needs and pace of life, as well as capitalising on the opportunity to increase profitability.

Even more than that, these game changers have captured the essence of complicated business intelligence, and transformed it in a way that is consumable by people.

After all, innovations are all about people and purposes, not just about progress. ᜬ᳗ᑧᗔ፯⍶⑬ᏸᶗᑨ) App) ᠥ᝸ᵬℚᦧḈᜇᛵ⚆ ⅑㏏⿅ℕ䠓ㆴ␖崙⒥虇嗦⵵㊞㜨Ὶ⪥Ҹ

㼗幊冔榟㢮巹啾拡〦伢䖕㢒⡭㍘⁥↠⢷

Tripadvisor䠓寤履虖⁥↠榟㢮梅⚽♐䏛⢷㾪⊈㟑■ ⁥↠䠋憐憩䥴虖╗嬐㷑媌⃫⋶ⵈ╙≂㘼䠓懝䮚ᾼ㢘㢃 ⪩䠓‡⑤╙╒厖Ҹ 俌军宏Ὶ虇㼗幊冔㊂厖♐䏛ら 䱚䢇‡凾俺䠓 杫⅑Ҹ 從⋴2017〃虇App╙㜇䩋。╿䠓⼓㜿␄㜿ⶖⴱ㏅ 杫⅑㕟ⓖ⎿ᾏ↚⋷㜿㷃。Ҹ样⁉⽴㠉劌虃AI虄䠓厗弆虇 ⪶䣍‵ⶖ厖㯮㨿⁉䢃㔴⶜尀虇㾪ⶠⷞ⿤㟑朢虇懁ᾏ㳴 㛈崙♐䏛厖㼗幊冔䠓䀬憩㝈ゞҸ Forrester䦣䰅槾䫉虇♐䏛朚⭚㊞峧⎿㯮⟷ⴇ兡 䠓䃪␪虇⁙〃⶜AI䠓㐤幖ⶖ⨭␯ᾘ↜Ҹ AI䠓⋸↚㫼⑨䢇杫䵓䜖⒔㑻處╾⦉㝋槶ⴱ⁴ㄏ 䠓‡⑤懁姛榟㾻虇⁳㜇㙩⎕㤟ⓖ亩虖☛䛀㳳㜇㙩⎕㤟 比⑤䠓 AI凙⪸㯮㨿⁉虇ⶖ㜇䩋␸䖕仟▗厂㠉劌憩宙 App虇⁴槭⃋⁉槭䠓㝈ゞ厖㼗幊冔⶜尀Ҹ ⢷⁙㢮␄㜿⶗槛ᾼ虇㎠↠容⛞―⪩⃜䭠㐏␄㜿⋗ 比虇‵㢒⁚仈⪩↚弤ᾙAI㻹䃽ҷ㛈崙⾑⧃懙㏁嬞⏖䠓 姛㫼虇᾵㔱宝⁥↠⬑⃤㍘䚷憨榔␄㜿䭠㐏虇䉉⁥↠䠓 㫼⑨⨭⇋Ҹ 憨‪♐䏛㔰䚷㜿‚䏸虇㢃慝▗―⪶䣍ᾜ㝆␯ㅺ䠓 梏㷑╙䚮㻊䵏⫞虇㐙㕰㯮懖庉╥⎸䃳Ҹ 㢃捜嬐䠓㞾虇憨‪崙棸冔⾁㔛㕰―媖桫䠓⛕㫼㠉 劌㢻幹虇᾵ⶖ⌅惘⒥㎟⪶䣍抌╾ℎ䚷䠓㝈ゞҸ 䛱䱮虇␄㜿䠓杫攄ᾜ╹⢷㝋懁㳴虇㢃⢷㝋⁉╙ 䡽㮨Ҹ

THE GAME CHANGE R MARK E TING HON G KON G 7

GAME CHANGERS: GETTING AI TO PAY 㛈崙懙㏁嬞⏖處 䠋㕽⁉⽴㠉劌䃪␪ Seeing as we still plaster our heads to

smartphone screens for hours on end each day, it is hard to believe that apps may have reached the end of the road. Yet, studies consistently show that consumers’ enthusiasm has waned as they find downloading apps and navigating between them a hassle.

Consumers have condensed their screen time to just a handful of apps, with Facebook Messenger and WhatsApp leading the pack.

With dwindling opportunities to make money from mobile apps, together with Facebook’s rollout of AI chatbot tools, and hybrid products such as Google Allo, a smart messaging app with an integrated 8 M A R K ET I N G H O N G K O N G T H E G AME C H ANG ER

AI assistant, we see brand names such as Starbucks, KLM, The Wall Street Journal and H&M starting to look at AI chatbots as another route to making mobile software that can better engage their consumers.

To make it simple, AI chatbots are a machinelearning tool that can understand the customer through a wide variety of transactions and digital footprints.

It can interact with users on social media platforms or apps in several natural ways, including text and speech, and can even help customers navigate products on sale, or give personalised recommendations based on its predictive abilities.

Take Skyscanner’s Facebook Messenger bot as an example. Launched in May last year, the Englishbased AI chatbot is available globally to let users receive realtime search trends and keep track of the cheapest flights through conversational Q&A sessions.

The bot then displays scheduled flights and prices, and provides a link to Skyscanner’s website to complete the booking.

⶜㝋㵞⪸⁜呀㜇⶞㟑⥚欥㝋㠉劌㏚㯮ᾙ䠓㎠↠ 军宏虇ㄗ桲䢇ⅰApp⾁廿⎿䡰榼Ҹ䋅军虇⪩榔䦣䰅䠋 䖍㼗幊冔尜䉉ᾚ悘 App╙⢷ⴒ↠Ὶ朢㿇廿ㄗ灊䋸虇 ⡯㳳⶜App䠓䍀㉔⾁伢㾪┊Ҹ 㼗幊冔朚⭚ⶖⷞ⿤㟑朢桕ᾼ⢷ⶠ㜇 Appᾙ虇䜅 ᾼFacebook Messenger╙WhatsApp榧⋗Ҹ 憞 懝㏚㯮 App庉 撱䠓㯮㢒㳲憟 䃇 㾪ⶠ虇␯ᾙ Facebook㔷⎉䠓AI凙⪸㯮㨿⁉⽴⌆虇⁴╙拜∨伫▗ AI␸䖕䠓㠉劌憩宙 App Google Allo䳘⌅⁥㾆▗䚱 ♐⎉䖍虇㞮⾃⋚ҷ唆垼䠖ⵅ厹䰉虇ҿ啾䏍姦㝴⧀Ӏ╙ H&M䳘♐䏛朚⭚嬥 AI凙⪸㯮㨿⁉䉉╵ᾏ㨬憞懝㏚㯮 恮₅㢃⬌⢿凾俺㼗幊冔䠓憣ㄠҸ 䶰✽ℕ尹虇AI凙⪸㯮㨿⁉㞾ᾏ↚㯮⟷ⴇ兡⽴⌆虇 ╾⁴憩懝▓䮽″㞢㜇㙩╙㜇䩋彂彰ℕ―孲槶ⴱҸ ⴒ╾⁴⢷䫍″Ⱑ汣。╿㎥ Appᾙ⁴㜖㢻╙⶜尀 䳘⪩䮽卹䋅䠓㝈ゞ厖䚷㏅‡⑤虇䚩厂╾⁴䉉槶ⴱ⁚ 仈⊹㉯䚱♐虇㎥懚䚷⌅榟㾻劌␪䉉槶ⴱ㕟K↚⁉⒥ 䠓ら峿Ҹ ⁴Skyscanner䠓Facebook Messenger㯮㨿⁉ 䉉ℚ虇⌅咀尭䏗䠓AI㯮㨿⁉㝋╊〃‣㢗⢷⋷䖒㔷⎉虇 崢䚷㏅䔁╥│㟑㖫亱強⑱虇᾵憩懝⶜尀余幋㢏ⅎ⴫ 䠓厹䕼幖宙Ҹ Ὶㄛ虇封㯮㨿⁉㢒槾䫉厹䕼幖㜨╙⊈㧋虇᾵㕟K ᾏ↚Skyscanner䠓佁䱨憲仟ℕⴛ㎟榟宑Ҹ WWW. MARK E TING– IN TE RAC TI VE . C OM

CNN’s Kik bot, on the other hand, targets young readers; it focuses on giving users the basics on big news stories. Readers can learn more about news by tapping a series of conversation prompts that offer specific details about what has been going on, how long it has been going on for and who the major players are, as well as relevant locations.

In both formulas, companies use tools available on messenger apps such as Facebook or Kik to create their own textbased personal assistant at no extra expense.

“Compared to creating an app, which can cost $200,000 to $300,000, chatbots are cheaper and easier to make, as there are several readymade, rulebased chatbot tools available in the industry,” said Alex Wong, cofounder and chief operating officer at TravelFlan.

The Hong Kongbased startup, which has just raised an undisclosed amount of angelround funding from 500 Startups, Silicon Valley’s most active and influential investors, makes use of AI chatbot tools on WhatsApp and Facebook Messenger to provide free travel concierge services through Chinese and English conversations on two instant apps for travelling in Korea, Japan, Taiwan and Hong Kong.

Under its services, you can ask the digital assistant to recommend three economic flights and hotels for a family trip; command it to plan a fiveday trip to Seoul; call for its help on insurance problems during the trip; ask for an update on realtime transportation; or even ask the robot to help with bookings and reservations. Your wish is its command in realtime. As of now, the bot does most of the

WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

“A CHATBOT, UNLIKE A HUMAN, CAN FIELD QUESTIONS 24 HOURS A DAY, REPEATEDLY AND ACCURATELY WITHOUT BECOMING TIRED OR IRRITATED. EVERYTHING IS RESOLVED INSTANTLY BY CHATBOTS, WHO ARE ALWAYS POLITE.” Ӂ彮⁉ᾜ▛虇凙⪸㯮㨿⁉╾⁴ᾏ⪸24⶞㟑╜ㄸ䀥䩉⢿⡭䳣⛞槛虇 !军ᾜ㢒孉ㄦ䝁㌙㎥㌳ㆡҸ凙⪸㯮㨿⁉╾⁴䱚│孲㸉ᾏ⎖⛞槛虇 !军ᾣ俌㞾䬽帛◷◷Ҹӂ work, but occasionally staff take over when the bot lacks experience in a certain area.

The company generates its revenue by partnering with travel or airline companies to upscale their product, and share the commission.

Its most recent partnership was with a North Asiabased lowcost carrier JeJu Airline.

Since its launch six months ago, the company claimed it has attracted 50,000 active users, with Hong Kong customers accounting for more than 60% of the user base.

“From this figure, you can see that consumers are generally mature enough for these types of digital assistants,” Wong said.

“The return on

╵ᾏ㝈棱虇CNN䠓 Kik 㯮㨿⁉䤓䀥〃悤崏冔虇 ■䚷㏅㕟K⪶㜿凭䠓⦉㢻幖宙Ҹ崏冔╾⁴憩懝ᾏ亊 ⎦䠓⶜尀ℕ―孲㢃⪩杫㝋㜿凭䠓専亿幖宙虇ℚ⬑‚ ₅䠋ⷤ㉔㹐ҷ㒐倛㟑朢ҷῊ嬐╒厖冔ҷ⁴╙䢇杫䠓 ⢿灭Ҹ ᾙ慿⋸朢ₐ㫼懚䚷Facebook㎥Kik䳘憩宙 App ㏏㕟K䠓⽴⌆虇⢷㸡㢘槜⪥㚾⎉䠓㉔㹐ᾚⅎ劌卹姛 ␄ら㜖㢻↚⁉␸䖕Ҹ Travelflan⌀▛⭚␄⁉⌋䍮懚俌婐灒⅙槃尹處Ӂ 媌⃫ᾏ↚ App⑤悡嬐呀幊 20厂 30喻⋒ᾜ䳘虇䢇㵣 Ὶᾚ虇䖍㎟ҷ⦉㝋嬞⏖䠓凙⪸㯮㨿⁉㵣悒ⅎ⴫╙ⵈ 㞢Ҹӂ 憨 ⵅ ⏪ ㄭ 䦌 巆㢏 㻊 怜 ╙ 㢏 ⌆ ㄀ 榎␪ 䠓 㐤 幖 冔ҷ500Startups⑮桕―ᾏ䳕⪸ℎ⦉捠䠓欨㾾⎬␄ ₐ㫼虇懚䚷Whatsapp☛Facebook Messenger䠓AI 凙⪸㯮⟷⁉⽴⌆虇⢷憨⋸↚│㟑Appᾙ䉉⎿容楢⢚ҷ 㝴㢻ҷ╿䇲╙欨㾾䠓懙ⴱ㕟K⋜幊ᾼ咀㜖㝔懙㑪ㄔ 㢜⑨Ҹ 㧈㙩⌅㢜⑨虇䚷㏅╾⁴⢷Appᾙ│㟑嬐㷑㜇䩋␸ 䖕㔷圵ᾘ↚懸▗ⵅ〼㝔姛䠓伢䅮厹䕼╙拡〦ҷ㒖⁳ ⴒ⏅⴩欥䏍‣⪸懙䠓姛䮚宗␒ҷ⢷㝔姛㢮朢ⷀⅬ根 ⛞槛⶚㷑⌅ⓣ␸ҷ嬐㷑㢃㜿│㟑″憩幖宙ҷ䚩厂嬐 㷑㯮㨿⁉⿺ㅨ榟宑Ҹ䡽⏜䉉㳱虇⪶⪩㜇⽴⃫䛀㯮㨿⁉ 帯帻埤䖕虇⃕䜅㯮㨿⁉⢷↚⎴䵓䜖僉῞伢毦㟑虇⽴⃫ ⁉♰㢘㟑㢒㔴㏚埤䖕Ҹ 封⋻▇厖䜅⢿㝔姛䫍䳘㝔懙㎥厹䰉⋻▇▗⃫虇 䉉⌅䚱♐ⓖ亩虇᾵⎕›⃲捠虇ㄭ军庉╥㛅⋴Ҹ

THE GAME CHANGE R MARK E TING HON G KON G 9

investments is encouraging as well, as the sales conversion rate stands between 20% and 30% on our services so far, while that of other ecommerce websites usually stands at lower than 5%. The retention rate with the AI chatbot is also much higher.”

In another case, shopping centre Westfield reached an average of 370

customers per day with a cognitive retail app and boasted an 11% conversion rate during the 2015 holiday shopping season, according to IBM. These promising figures are due to the empowerment of customer services, Wong suggested.

“Let’s say you phoned in a customer service request to the bank, only to be transferred multiple times and have to repeat your issue,” he said.

“A chatbot, unlike a human, can field questions 24 hours a day, repeatedly and accurately without becoming tired or irritated.

Everything is resolved instantly by chatbots, who are always polite.”

From a business perspective, brands using bots can easily gather information, understand context and anticipate needs.

“It is guiding the consumer through their journey, which is more engaging.

Compared to humans, AI chatbots can 1 0 M AR K ET I N G H O N G K O N G TH E G A ME C H A NG ER

make use of business intelligence to make recommendations, which creates a more personalised customer experience.”

Similarly, when Starbucks announced it would launch a “conversational ordering system” dubbed My Starbucks Barista to let customers place their orders via voice command or a messaging interface, the brand’s chief strategy officer Matthew Ryan said the company’s investment in this new technology would “catch customers in the moment” so that messaging becomes more targeted and more personalised.

The beverage company expects to complete the rollout by early 2017.

Tofugear, a Hong Kongbased customised omnichannel retailing platform, holds similar beliefs. The company uses machine learning technologies powered by Microsoft to share predictive data to its frontend staff. Smartphones are used as a digital identifier, and staff can draw insights from the results generated from AI’s predictive analysis to instantly find out which product their customers are interested in before they even enter the shop.

Carson McKelvey, managing partner at Tofugear, said the company was looking to further leverage AI’s predictive features to enhance retailers’ operations.

“From my own experience, logistics might find most value from AI chatbots,” he said.

“Imagine when you are waiting for a package amid a tight schedule, you can just type on an ecommerce website, ‘where is my order?’, to get a response, ‘your package is 20 minutes from your house, chill’. All these processes are done in a way that the consumer is very familiar with, but can greatly enhance the customer experience.”

Andy Cheung, partner business evangelist, developer experience group, at Microsoft added: “These conversations exist not only between brand and customers.

It also exists between the frontend chatbot, which is responsible for assisting customers, and the operation bot from the logistics company, which answers inquiries regarding the packages. These types of betweenbot conversations will eventually be the future.”

㢏慠虇封⋻▇厖⒦‭䠓⃝㎟㢻厹䰉⋻▇䅮⽭厹 䰉懣㎟▗⃫⪴⃃杫⅑Ҹ 㔷⎉⋼↚㢗⁴ℕ虇封⋻▇姷䫉⾁◇イ―‣喻▜㻊 怜䚷㏅虇欨㾾䚷㏅⃣俌䚷㏅⁉㜇䠓60虀⁴ᾙҸ 灒⅙槃尹處Ӂㄭ憨↚㜇⳦ℕ䢚虇㼗幊冔㟽懜⾁䢇 䜅㔴╦憨槭⤚䠓㜇䩋␸䖕Ҹӂ Ӂ㐤幖⡭⧀䔖‵⁳⁉炢厭虇⎿䡽⏜䉉㳱虇㎠↠䠓 摆⚽惘⒥䔖似㒐⢷20虀厂30虀虇军⌅⁥屽寱槶⛞佁 䱨䠓摆⚽惘⒥䔖憩⿇⃝㝋5虀虇军BJ凙⪸㯮㨿⁉䠓ⴱ ㏅Ⅼ䛨䔖‵汧ㄗ⪩Ҹӂ ╵ᾏ↚ℚⳟ㞾↺㛵 Westfield庋䏸ᾼㅒҸ㧈㙩 IBM䠓㜇 㙩 槾䫉虇封 庋 䏸ᾼㅒ䠓㠉劌梅⚽ App⢷ 2015〃䠓⇖㝴庋䏸Ⳳ䵏㢮朢虇㵞⪸。⣖㔴宇 370⃜ 槶ⴱ虇惘㕪䔖懣11虀Ҹ 灒⅙槃㒖虇憨‪‽䣋䠓㜇⳦峘㞝BJ㯮㨿⁉㕟ⓖ ―ⴱ㏅㢜⑨汣毦Ҹ ⁥尹處Ӂℚ⬑⃯㏢梊尀厂搏姛䠓ⴱ㏅㢜⑨䍀佩虇 憩⿇㢒ᾜ㝆娺惘歐虇戓嬐ᾜ㝆捜媖⃯䠓⛞槛Ҹӂ Ӂ彮⁉ᾜ▛虇凙⪸㯮㨿⁉╾⁴ᾏ⪸24⶞㟑╜ㄸ䀥 䩉⢿⡭䳣⛞槛虇军ᾜ㢒孉ㄦ䝁㌙㎥㌳ㆡҸ凙⪸㯮㨿⁉ ╾⁴䱚│孲㸉ᾏ⎖⛞槛虇军ᾣ俌㞾䬽帛◷◷Ҹӂ ㄭ⛕㫼孡〵ℕ䢚虇ℎ䚷㯮㨿⁉䠓♐䏛╾⁴悤沕 㛅桕宙ㇾҷ―孲㉔⨒᾵榟㾻梏㷑Ҹ Ӂⴒ劌⢷㵞↚栝㵄ᾙイ⶝㼗幊冔虇㕟ⓖ⌅╒厖 〵Ҹ厖㯮㨿⁉䢇㵣虇BJ凙⪸㯮㨿⁉╾⁴懚䚷⛕㫼㠉劌 仵‗㔷圵虇ㄭ军␄憯⎉㢃␯↚⁉⒥䠓ⴱ㏅汣毦Ҹӂ ▛ 㮲 ⢿虇㞮 ⾃ ⋚ ⴲ ⾒ 㔷 ⎉ ᾏ ↚ ▜ 䉉Ӂ M y Starbucks Baristaӂ䠓Ӂ⶜尀ゞ嗌✽亊伀ӂ虇崢ⴱ ㏅憩懝尭概㒖⁳㎥憩宙䛛棱嗌✽Ҹ⌅欥⾼㎿䛴ⴧ Matthew Ryan姷䫉虇封⋻▇⶜憨榔㜿㐏姢䠓㐤幖ⶖ Ӂ䤻朢㐢⃞槶ⴱӂ虇ℎ宙ㇾ崙ㄦ㢃⌆捬⶜ㆶ╙㢃↚ ⁉⒥Ҹ 㞮⾃⋚榟宗ⶖ⢷2017〃⎬ⴛ㎟㔷⎉Ҹ ⃜㝋欨㾾䠓⋷㾯懢梅⚽。╿㕟K⛕ҷTofugear虇 ΅㢘槭⃋䠓䖕ㆄҸ封⋻▇㔰䚷ㄽ恮䠓㯮⟷ⴇ兡㐏姢虇 厖⏜佩♰⽴⎕›榟㾻㜇㙩Ҹ㠉劌㏚㯮㞾䚷⃫峧⎴㼗 幊冔䠓㜇䩋㮨䷳虇⽴⃫⁉♰╾ㄭBJ榟㾻⎕㤟仟㤫ㄦ⎉ 嬚孲虇䚩厂⢷㼗幊冔從⋴朏〦Ὶ⏜虇―孲㼗幊冔⶜䚩 灋䚱♐㊮厗弲Ҹ Tofugear䴰䖕▗₨⁉Carson McKelvey姷䫉虇封 ⋻▇㳲宗␒懁ᾏ㳴懚䚷BJ䠓榟㾻␮劌ℕ㕟ⓖ梅⚽⛕ 䠓䍮懚㝈ゞҸ ⁥尹處Ӂㄭ㎠卹⾀䠓伢毦ℕ䢚虇AI凙⪸㯮㨿⁉ⶖ 䉉䏸㻐⿅ℕ㢏⪶⊈⇋Ҹӂ Ӂ㊂≞ᾏᾚ虇䜅⃯⢷䳘↨余ㆴ⒔媈㟑虇⃯╾⁴⢷ ᾏ↚梊ⳟ⛕⑨佁䱨ᾙ䶰✽惇⋴Ӄ㎠䠓⒔媈⢷♹婰虚ӄ 虇䋅ㄛㄦ⎿⡭嬕Ӄ⃯䠓⒔媈彬桱⃯䠓㏎ⳟ20⎕斧虇 ᾜ䚷㙣ㅒҸӄᾏ⎖懝䮚抌⁴㼗幊冔棭⿇䌮㈘䠓㝈ゞ ⴛ㎟虇⪶⪶㕟ⓖⴱ㏅汣毦Ҹӂ ㄽ恮朚䠋。╿扷㥅㭚㐏姢槶⛞Andy Cheung婫 ⋔尹處Ӂ憨‪⶜尀ᾜ≔⳧⢷㝋♐䏛厖槶ⴱῚ朢虇‵⳧ ⢷㝋帯帻⿺␸槶ⴱ䠓⏜佩凙⪸㯮㨿⁉ҷ厖帯帻⡭䳣 㢘杫⒔媈㥴寱䠓䏸㻐⋻▇㙜⃫㯮㨿⁉Ὶ朢虇憨槭㯮 㨿⁉Ὶ朢䠓⶜尀㢏仑㢒㞾㢹ℕ䠓⪶強⑱Ҹӂ Travelflan䠓灒⅙槃姷䫉虇ⷀ欨㾾⾑⧃军宏虇搏 姛╙㝔懙㫼⋻▇㞾㢏⋗愷峧BJ凙⪸㯮㨿⁉䃪␪䠓 ⋸↚姛㫼Ҹ䋅军虇⊧ 䴰⁥㔴 宇懝䠓ᾏⓙ⋻▇姷䫉 ⶜憨榔㐏姢㊮厗弲虇⃕ㄗ⪩⁉⶜ 㝋䔖⋗㔰䚷㊮⎿ 䓅巺Ҹ

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Currently in Hong Kong, TravelFlan’s an’s Wong said banking and travelling companies nies were the first two industries to recognise nise AI chatbots’ potential. However, half of the companies he has approached showed wed interest in the technology, but many hesitate itate to be the first in the industry to examine it. t.

“The most common response I would d get is, have any of their rivals started doing g it?

Or can you come back when there are more case studies in the market?” Wong said.

In other cases, companies are held back by the effort it would take to prepare pare a well classified data base, and to equip p the AI chatbots with softselling skills in a series eries of testing, feature submission and feature ature promotions.

“It is true that an AI chatbot does not engage the audience like magic, and large arge companies may take around a year to gett the application established.”

Mayumi Nakayama, of Shiseido’s beauty auty creation development, said there were challenges to overcome at the start.

The Japanese beauty brand worked with NTT Communications to release the beta version of a beauty counselling AI chatbot called Beauco in Japan in September 2015 to answer questions about beauty treatments, makeup tips and product information.

“At first, conversations didn’t flow very naturally,” she said, which was partly to do with the time the robot took to learn conversations.

Upon programming adjustments and repeated testing, conversation accuracy was improved in the final app.

“More users started chatting about topics not directly related to beauty, and that was how we want the app to be used: we hope Beauco becomes the best friend of women in their teens and twenties.”

Despite the struggles that traditional companies are going through with new innovations, Tofugear’s McKelvey believes AI applications are the next inevitable step in the business world.

“Eventually, bots will be able to handle very administrative tasks in a very easy way. As AI is able to anticipate needs and proactively talk to you, it’ll get more exciting,” he said.

“Transformation is not something we can control, it will eventually happen.

The question is more about whether your company is ready to move forward to this level of branding; to innovate for a new level of personalisation, which will definitely add value to the business.”

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“IMAGINE WHEN YOU ARE WAITING FOR A PACKAGE AMID A TIGHT SCHEDULE, YOU CAN JUST TYPE ON AN ECOMMERCE WEBSITE, ‘WHERE IS MY ORDER?’, TO GET A RESPONSE, ‘YOUR PACKAGE IS 20 MINUTES FROM YOUR HOUSE, CHILL’. Ӂ㊂≞ᾏᾚ虇䜅⃯⢷䳘↨余ㆴ⒔! !媈㟑虇⃯╾⁴⢷ᾏ↚梊ⳟ⛕⑨佁! !䱨ᾙ䶰✽惇⋴Ӄ㎠䠓⒔媈⢷♹! !婰虚ӄ虇䋅ㄛㄦ⎿⡭嬕Ӄ⃯䠓⒔媈! !彬桱⃯䠓㏎ⳟ20⎕斧虇ᾜ䚷㙣ㅒҸӂ

灒⅙槃尹處Ӂ㎠㢏⿇刌⎿䠓╜㍘㞾虇㢘㸡㢘䲅䎼 ⶜㏚朚⭚憨↚䭠㐏虚㎥冔虇╾▵⢷⾑⧃ᾙ㢘㢃⪩㧗ℚ 㟑⌜宝履虚ӂ ⢷⌅⁥㉔㹐虇ₐ㫼㢒⡯䉉嬐ら䱚ᾏ↚⬴✓⎕槭 䠓㜇㙩〺虇⁴╙憩懝ᾏ亊⎦䠓㾻寵ҷ␮劌㜿⨭╙␮ 劌ⓖ亩ℕ㕟ⓖAI凙⪸㯮㨿⁉䠓恮摆㐏劌军┊㳴Ҹ ӁAI凙⪸㯮㨿⁉䠓䩉ᾜ劌≞泣姢去凾俺孏䣍虇 ⪶ₐ㫼╾劌梏嬐⪶亓ᾏ〃䠓㟑朢㏜劌ⴛ㎟ App䠓␄ らҸӂ 幖䚮⦑儝ⵈ␄憯䠋ⷤ扷䠓Mayumi Nakayama ‵尹ₐ㫼⏪弆㳴㟑嬐⋚㢜ᾏ‪㒠㎿Ҹ 封㝴㢻儝ⵈ♐䏛厖NTT Communications▗⃫虇 㝋2015〃 9㢗⢷㝴㢻㔷⎉―ᾏ㳍▜䉉Beauco䠓㾻寵 䏗BJ儝ⵈ槶⛞凙⪸㯮㨿⁉虇⁴⡭䳣㢘杫儝ⵈ崆䖕ҷ⒥ ⬬䭧宲╙䚱♐幖宙䠓⛞槛Ҹ ⬈尹處Ӂ⏪朚⭚㟑虇⶜尀ᾜ⪹卹䋅㻐㠱Ҹӂ憨扷⎕ 㞾⡯䉉㯮㨿⁉梏嬐㟑朢ℕⴇ兡⶜尀Ҹ 伢懝佷䮚屎㜃╙捜媖㾻寵虇㳲ゞ䏗App䠓⶜尀 䀥䩉〵⪶⪶㕟ⓖҸ Ӂ㊗ℕ㊗⪩䠓䚷㏅朚⭚屖履厖 儝ⵈ㸡㢘䢃㔴 杫⅑䠓Ὴ槛虇憨㳲㞾㎠↠䖕㊂ᾼ䠓㛗㤫處㎠↠⾛㢪 Beauco㎟䉉ⓐ⪩‛ⓐ⪩㴁⬂ㆶ䠓㢏⬌㢚╚Ҹӂ ⊧䴰≂伀ₐ㫼⢷⼓㜿䭠㐏␄㜿ᾼ伢㴆捜捜㒠 ㎿虇⃕Tofugear䠓McKelvey尜䉉AI App㞾⛕㫼ᾥ䛛 䠓ᾚᾏ㳴ㅔ䋅䠋ⷤҸ ⁥尹處Ӂ㢏仑虇㯮㨿⁉ⶖ劌⁴䶰✽䠓㝈ゞ埤䖕棭 ⿇俐䗲䠓₊⑨虇AI╾榟㾻梏㷑᾵Ὴ⑤厖⁉″屖虇⡯ 㳳㢒崙ㄦ㢃⁳⁉厗⫽Ҹӂ Ӂ惘⤚᾵棭㎠↠╾⁴㔶⏅䠓虇ⴒ㢏仑㢒䠋䚮Ҹ⃕ 㢃捜嬐䠓⛞槛㞾虇⃯䠓⋻▇㞾▵䀥∨⬌成懁⋷㜿䠓 ♐䏛㔷ひ榧⥮虇䉉㕟ⓖ↚⁉⒥㷃。␪㷑␄㜿虇㢏仑䉉 㫼⑨⨭⇋Ҹӂ

THE GAME CHANGE R MARK E TING HON G KON G 1 1

START WITH THE 5CS TO BE SOCIAL MEDIA-CENTRIC ㄭ5C朚⭚㎟䉉⁴䫍″Ⱑ汣䉉ᾼㅒ䠓♐䏛 Social media nowadays should be one of your company’s essential communication touch-points. How well does your company embrace this trend? Is your company social media-centric at all levels? Use the below 5Cs approach to evaluate yourself. 䫍″Ⱑ汣䖍㟑╾劌㎟䉉⃯⋻▇䠓捜嬐䀬憩㾯懢ῚᾏҸ⃯䠓⋻▇㢘▵⬌⬌㐙㕰憨↚強 ⑱虚㞾▵㏏㢘㫼⑨抌⁴䫍″Ⱑ汣䉉㧇ㅒ虚ᾜ⬷╒冒⁴ᾚ䠓5C䳥䛴ℕ⶚㐍䳣㧗Ҹ

1st C – community Similar to other marketing touch-points, always start with defining your objectives and target audience for social media. Is the social media for branding and marketing purposes, customer relationship management (CRM) or talent recruitment? Who is your target audience?

Different social media platforms reach different audience segments. For example Instagram is inclined towards the younger population. LinkedIn is very effective in connecting with professionals.

2nd C – consumer insights Besides traditional research and focus groups, social insights tools can also get consumer insights. The first step is social listening – monitoring the discussion boards and open discussions which mention your brand name.

A deeper approach is to analyse the interactions with your posts and map the sentiment with the customers’ comments related to your brand.

3rd C – content In social media, engaging content is king. Not only limited to updates on products or services, content can be also categorised as “alwayson” and “activation”. Always-on content refers to branded messages and casual content for

By Mark Chan Group managing partner CMRS Group 1 2 M AR K ET I N G H O N G K O N G TH E G A ME C H A NG ER

emotional bonding. Activation content is to induce participation of the public.

Lastly, don’t forget your through-the-line activities such as your offline events, print ads or press conferences. To ensure all content aligns with the objectives, always develop a monthly content calendar.

ᯧዯᣥᆋCᆌሪሪ᛻ὦ 彮⌅⁥⾑⧃㔷ひ㔴宇灭ᾏ㮲虇欥⋗嬐䩉⴩䫍″Ⱑ汣 䳥䛴䡽㮨╙䡽㮨╦䣍Ҹ䫍″Ⱑ汣㞾䚷⃫♐䏛ⴲ≂╙ ⾑⧃㔷ひҷⴱ㏅杫⅑䴰䖕戓㞾⁉㏜㑪凧虚⃯䠓䡽㮨 ╦䣍㞾尿虚ᾜ▛䠓䫍″。╿㔴宇ᾜ▛䠓儳䣍虇ℚ⬑ 悒〃悤䠓⁉╲≍■ℎ䚷Instagram虇军 LinkedIn╾ 㢘㛗凾俺⶗㫼⁉⩺Ҹ

4th C – communications Social media platforms constantly bring about new functionalities for boosting intimacy with fans. Live streaming has become a popular communication tool, for example. Harbour City broadcast its live Christmas launch on YouTube last year.

Standard Chartered Bank promoted its credit card using Facebook live streaming in March. Facebook Messenger will soon allow bots which use artificial intelligence to learn the users’ preferences over time – what to buy, eat, read, etc.

ᯧዶᣥᆋCᆌሪሪᦧḈᜇ᠔ᬠ 柳―≂伀䠓屎䦣╙䊵灭⶞仓䦣䰅⪥虇䫍″Ⱑ汣⎕㤟 ⽴⌆‵㢘␸䔁╥ⴱ㏅㺭㈘Ҹ䫍″凕刌㞾⦉㢻㳴虇⁴ 䡲⵮㕟╙懝⃯♐䏛䠓宝履Ⓩ╙⋻朚宝履Ҹ㢃懁ᾏ㳴 㞾⶜⾥ⳟ䠓‡⑤懁姛㢃㾀⋴䠓⎕㤟虇᾵㧈㙩㢘杫⃯ ♐䏛䠓槶ⴱ䛨宏姰捞⁥↠⶜♐䏛䠓孏㊮Ҹ

5th C – commerce Social e-commerce platforms are definitely increasing. Integration of payment features on social media platforms minimises hurdles to buy, and creates more impulsive purchases.

A few mobile payment solutions have already launched in the past few months and more are coming soon. Shopping via social media will be just a click away.

ᯧጃᣥᆋCᆌሪሪፇᤶ 䫍″Ⱑ汣ᾏ■岪㷑㕟Kイ⁉⋴⑬䠓⋶ⵈҸ憨ᾜ≔㞾 㒖䚱♐㎥㢜⑨䠓㢃㜿宙ㇾҸᾏ去ℕ尹虇⋶ⵈ╾⎕䉉 ӁⅬ㒐⢷佩ӂ╙Ӂ䅏㻊ӂ⋸⪶槭ҸⅬ㒐⢷佩䠓⋶ⵈ㞾 㒖♐䏛䠓㢏㜿㼗ㇾ╙悤沕䠓⋶ⵈ虇坘㳳厖䡽㮨╦䣍 ら䱚㉔㊮凾俺虖军䅏㻊⋶ⵈ⏖䚷ℕ◇イ⋻䣍╒厖Ҹ 㢏ㄛᾜ嬐ㅧ宧⃯䠓伫▗㔷ひ㻊⑤虇ℚ⬑佩ᾚ㻊⑤ҷ 。棱ひ◙㎥㜿凭䠋⾒㢒Ҹ䉉䩉Ⅼ㏏㢘⋶ⵈ䲵▗㔷ひ 䡽㮨虇㍘⏅宑ᾏ↚㢗〵⋶ⵈ㝴䮚姷Ҹ ᯧᏈᣥᆋCᆌሪሪỲ᱓ 䫍″Ⱑ汣䠓⬨埤⢷㝋ᾜ㝆㕟K㜿␮劌虇崢♐䏛厖丘 企Ⅼ㒐余ⵕ䠓凾俺Ҹ䖍⧃䢃㘼⾁㎟䉉ひ╦㳰慝䠓⽴ ⌆Ҹ㼆㾾⥝╊〃憞懝YouTube䢃㘼凥尤‽䍗⊏ゞ虇 㾲㏢搏姛‵㝋╊〃ᾘ㢗憞懝Facebook䢃㘼ℕⴲ≂ ⌅ⅰ䚷⓰ҸFacebook Messenger 拜∨―⁉⽴㠉 劌虇劌样嗦㟑朢㔛㕰䚷㏅䠓✫⬌虇―孲䚷㏅✫㳰幆䚩 灋ҷ▒䚩灋ҷ䢚䚩灋㢇䳘䳘Ҹ ᯧጺᣥᆋCᆌሪሪ᪼᪱ 䫍″梊ⳟ⛕⑨。╿刾⴩㢒㊗ℕ㊗⪩虇⢷䫍″。╿㕟 K伫▗㚾⁧␮劌㢘␸㾪ⶠ庋䏸栫䪨虇炢⒄㢃⪩│㟑 㼗幊Ҹᾏ‪㻐⑤㚾⁧孲㸉㝈㧗⾁标倛⢷懝╊㜇㢗棱 ᾥ虇榟宗㢃⪩▛槭⤚䠓㢜⑨│ⶖ㔷⎉虇䫍″Ⱑ汣庋 䏸ⶖᾏ㙙│╾Ҹ

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CASE STUDY SPECIAL 2016

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FE B RU ARY 2 016 MARK E TING HONG KON G 2 5

BEING SUCCESSFUL AND SOCIALLY RESPONSIBLE AT THE SAME TIME ⋷㝈⃜ESG⧀◙處㔷ひₐ㫼恮⵵␪ Alford Cho, managing director at Cre8 (Greater China), sheds light on how ESG can help boost a brand’s prominence with consumers. 帰伢㜖㰣⶗ⵅCre8桕⢧嗲‚俌伢䖕Alford Cho虇杰捚ESG⧀◙⬑⃤㎟䉉ᾙ⾑⋻▇ 㻊⒥♐䏛ヱ巰ҷⷤ䖍Ӂ恮⵵␪ӂ䠓杫攄Ҹ

As the world’s exchanges and investors increasingly concern themselves with ESG (environmental, social and governance), and in response to an estimated increase of sustainable development investment in Asia to more than US$200 million, the Hong Kong Exchanges and Clearing Limited (HKEx) has also laid down guidance and rules regarding ESG reporting, hence, introducing a new era of competition among listed companies.

ESG as the new marketing philosophy Sustainable and ethical business management can affect a corporation’s financial performance, brand reputation, recruitment of top talent and managerial excellence. And this is where ESG is significant.

Adept utilisation of ESG reporting therefore enables the achievement of a level of publicity surpassing that of traditional advertising methods.

That there is no specific standard for an

ESG report may render corporations confused and helpless, yet on the flip side, this could also open the door to brand marketing.

The key is strategic planning, which is a necessity when lining up sustainable environmental and social projects that align with the corporation’s business direction, as much as it is a necessity when initiating collaboration from a third party (environmental groups, charity organisations, professionals, etc), whose mission is in sync with that of the corporation.

By all means incorporate elements of business marketing and brand image in the production process of the report, and launch your marketing campaign through various online and offline platforms at the same time.

The truth is, you can be fulfilling corporate social responsibilities while promoting your corporation’s continuous aim for excellence – an effective way to market your corporate philosophy, to say the least.

␣䪙ᗉ᠎Ꮅ៑✟ᶋ᤺ᕏΆ ᢤᚑ 2020 ᑧ↾ᒣ῟ 2⊓ 儝 ⋒虇⋷ 䖒 ₐ 㫼ҷ″㞢 姛╙ 㐤 幖 冔㝴䡙 杫 㹷 ESG虃䘿⨒ҷ䫍㢒╙䴰㹊虄峿槛虇欨㾾凾″㏏‵㔷⎉ ESG㒖イ╙嬞⴩虇䊰䜠䳘▛ⴲ⃗ᾙ⾑⋻▇Ӂ恮⵵␪ӂ 虃棭帰俍姷䖍虄䲅䎼㟑⁲ℕ卷Ҹ ᎔ESGᲐᱛ᝸ᵬ↡ᣚᅚᏦᗔᒭ⋱ỉ⍆᫆ ESGῚ㏏⁴捜嬐虇⋷⡯╾㒐倛ҷ懢ㅆ䠓⛕㫼䴰㹊劌 ㄀榎ᾏⵅₐ㫼䠓帰⑨姷䖍虇⁴厂♐䏛䠓ⅰ崌ҷ◇イ ⁉㏜劌␪☛䴰䖕ⷳ幹亯虖⬑㍑ㄦ✓䚷ESG ⧀◙虇⌅ ⴲ≂㛗䡙䚩厂懯⑬㝋≂伀姛摆⽴⌆Ҹ ⎉䏗ESG⧀◙᾵䊰㒖⴩嬞㧋虇㎥⁳ₐ㫼㏚彂䊰 㔹虇⌅⵵╜懝ℕ㊂虇憨㳲⬌䉉♐䏛㛭朚ⴲ≂Ὶ朏Ҹ ℚ⬑⢷ 2017〃䀥∨⧀◙ᾏ朚⭚ⅎ⃫䳥䛴ㆶ扷儁虇 ䷛␒厖㫼⑨䢇☋㍘䠓╾㒐倛ㆶ䘿⨒╙䫍㢒榔䡽虇戇 㙖▗懸䠓䲻ᾘ㝈虃䘿Ⅼ⢧汣ҷ㋗✓㯮㭚ҷ⶗㫼⁉⩺! 䳘虄▗⃫虇᾵⢷⧀◙ᾼ夜⋴⧠憯♐䏛⋒亯虇㝋佩ᾙ 佩ᾚ懁姛⋷㝈⃜㔷ひ虇㝱╾券帯ₐ㫼䫍㢒帻₊虇╗ ╾ヿ槾⋻▇⬑⃤␄⊹⨭⇋虇⪶㛅ⴲ≂䖕ㆄҷ姛摆㔷 ひῚ㛗Ҹ

By Alford Cho Managing director Cre8 (Greater China) 1 4 M A R K ET I N G H O N G K O N G T H E G AME C H ANG ER

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AN ERA OF STORYTELLING 朚⛮㛔‚岪慿㟑⁲ With the rapid development of social media, brands have realised sharing their stories is key to driving awareness and loyalty, if properly done. Mere brand exposure and distributing advertisements to consumers is not viable on social media and it’s getting harder and harder to draw attention and engagement on digital platforms. 样嗦䫍″Ⱑ汣䠓ㅺ憮䠋ⷤ虇♐䏛⾁伢㊞峧⎿虇劌㳲䩉⢿⎕›♐䏛㛔‚㞾㕟汧䥴▜〵╙ ㅯ尯〵䠓杫攄Ҹ≔≔⢷䫍″Ⱑ汣ᾙ⨭␯♐䏛㡬⋘䔖╙■㼗幊冔ⴲ≂ひ◙᾵ᾜ╾姛虇╜ 军㢃桲⢷㜇䩋。╿ᾙイ弆㹷㊞╙╒厖Ҹ

1. What to do: Building a brand via content Consumers are now in control of what they want to see, readily rejecting advertisements that do not interest them, so we need to be creating desirable consumer experiences, both online and offline. a. Make it real: People love stories, particularly when they are real. Dove’s “Real Beauty Sketches” social campaign has received more than 67 million views on YouTube alone, and the number is still growing. Your audience wants to see something they can relate to, and when it is real, they are naturally engaged. b. E-commerce is content: Nothing can be more direct when your consumers love your products. When you sell them online, those are the best content. Today, Nike.com is no longer a brand site, it is an e-commerce website. It knows its products are the best connecting points and consumers are engaged in Nike.com now more than ever. c. Draw your consumers into the game: We all have to bear in mind consumers now have all the channels they need to tell their stories, whether or not brands are aware of it. So let’s not ignore them, but embrace their participation.

2. How to do it: Don’t buy ads, buy the environment Today, when you are placing your ad, even if you have picked the right channels, at the right time, you will probably find that your ad engagements, or even reach, are very low.

There are two ways to improve it: a. Building the right atmosphere: At New Media Group, we have launched a “2+3 formula” where before we place our clients’ ad (three ad spots), our team will start developing related content (two editorial content) so the relevant audience is attracted and pre-engaged. We found that ads using this formula are 200% to 300% more effective than others. b. Do it in the right format: Each channel is different, and the people are there for different reasons. When you are advertising in a travel channel with mostly short video formats, you will have better engagement doing your ads following similar formats, and you will do some trial and error tests to establish your effectiveness in this channel.

1.᪞ᠻ↚ᅝ᱓῜ፇᤶឰᐉ᝸ᵬ 㼗幊冔䖍㟑╾㔶⏅⁥↠㊂嬐䢚⎿䠓⋶ⵈ虇᾵㢒㵺ᾜ 䓅巺⢿㑡令ᾜ㊮厗弲䠓ひ◙虇⡯㳳㎠↠梏嬐⢷佩ᾙ 佩ᾚ㏢憯䖕㊂䠓㼗幊冔汣毦Ҹ a. Ⅼ 㒐 䢮 ⵵處⪶ 䣍✫ 㳰 㛔 ‚虇ⶳ ⌅ 㞾 䢮 ⵵ 䠓 㛔 ‚ҸDove䠓Real Beauty Sketches䫍″㔷ひ㻊⑤ ⢷YouTubeᾙ䔁ㄦ弔懝6,700喻㲰孏䢚㲰㜇虇㜇⳦ ⁜⢷㚏ⓖҸ孏䣍㊂䢚⎿厖⁥↠ㇾㇾ䢇杫䠓㤀嬎虇 军䢮⵵䠓㛔‚卹䋅㢒◇イ⁥↠Ҹ b. 梊ⳟ⛕⑨㞾⋶ⵈ處㸡䚩灋㵣⃯䠓㼗幊冔✫㊪⃯䠓 䚱♐㢃䢃㔴Ҹ䜅⃯⢷佁ᾙ摆⚽䚱♐虇戲ⷀ㞾㢏⬌ 䠓⋶ⵈҸNike.com䖍㟑ᾜ⌜㞾ᾏ↚♐䏛佁䱨虇军 㞾ᾏ↚梊ⳟ⛕⑨佁䱨虇⁥↠䥴懢⌅䚱♐㞾㢏⬌䠓 憲㔴灭虇军㼗幊冔䖍㟑厖Nike.com䠓‡⑤㵣⁴ㄏ 㢃⪩Ҹ c. 㑘㚞㼗幊冔╒厖⌅ᾼ處䊰履♐䏛㞾▵䛨㊞⎿虇㎠ ↠ㅔ榗䏱宧虇㼗幊冔䖍㟑㙐㢘⁥↠㏏梏䠓ᾏ⎖㾯 懢ℕ岪慿⁥↠䠓㛔‚Ҹ⡯㳳虇ⓒ喻ᾜ嬐ㆌ嬥⁥↠虇 军㞾嬐✓䚷⁥↠䠓╒厖Ҹ

2.ឿ∐᪞ᅝጰᢢḋ⇚ᓯᅗḋ⒭⁀ ⁙㟑⁙㝴虇䜅⃯㐤㛍ひ◙㟑虇│ℎ戇㙖―㳲䩉䠓㾯懢 ╙懸䜅䠓㟑朢虇抌╾劌㢒䠋䖍⃯䠓ひ◙‡⑤䔖䚩厂 宇╙䔖ㄗ⃝Ҹ⁴ᾚ㢘⋸䮽㛈✓㝈㹤處 a. ら䱚叾⬌㶲㶪處⢷㜿≂Ⱑ桕⢧虇㎠↠㔷⎉Ӂ2, 3 ⋻ゞӂ虇⢷㛍僽ⴱ㏅䠓ひ◙Ὶ⏜虃ᾘ↚ひ◙⃜虄虇 ㎠↠䠓⢧栙㢒朚⭚㕟K䢇杫䠓⋶ⵈ虃⋸䵖佷悾⋶ ⵈ虄虇⁴◇イ䢇杫䠓孏䣍᾵榟⋗╒厖Ҹ㎠↠䠋䖍ℎ 䚷㳳⋻ゞ䠓ひ◙虇㵣⌅⁥ひ◙䠓㎟㛗汧⎉200虀 厂300虀Ҹ b. 㔰䚷▗懸䠓㧋ゞ處㵞㨬㾯懢ᾜ䡰䢇▛虇⪶䣍ℎ䚷 䠓┮⡯‵▓㢘ᾜ▛Ҹ呴㤫⃯Ὴ嬐㔰䚷䥼䏖㧋ゞ⢷ 㝔懙佁䱨懁姛ⴲ≂虇⃯䠓ひ◙㹎䚷槭⃋䠓㧋ゞ╾ ⿅ℕ㢃汧䠓╒厖〵虇᾵嬐懁姛寵尳㹤虇⁴㕟ⓖ⢷ 㳳㾯懢ᾙ䠓㎟㛗Ҹ

By Royce Lee CEO New Media Group 1 6 M A R K ET I N G H O N G K O N G T H E G AME C H ANG ER

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BIG DATA – THE KEY TO UNDERSTANDING YOUR CUSTOMERS BETTER ⪶㜇㙩崢㎠↠㢃―孲ⴱ㏅

Evolution of digital marketing As a digital marketing agency with 10 years’ experience, we have witnessed the increasing adoption of digital marketing among advertisers in Hong Kong. Annual Internet advertising spending in Hong Kong grew from HK$1.5 billion in 2011 to HK$5.9 billion in 2016, a 293% growth in five years. Our interaction with customers also evolved over the years from our previously educating and persuading advertisers to place Internet ads, to currently advertisers proactively asking us what’s new on the Internet whilst we keep on sending the latest trends to customers, to help them keep in pace with the market.

The pull strategy in search engine marketing (SEM) contributes 56% (HK$3.3 billion) to total Internet spending in 2016. Complemented with push advertising like display ad, social media ad and soft selling approach from social media content and KOL, all these demonstrate a holistic digital marketing landscape.

Targeting and goal setting In the early days of digital advertising, advertisers used to review the ad campaign performance based on the number of clicks and impressions. Nowadays, big data is crucial for advertisers to focus and effectively spend advertising dollars on the right target customers, thus achieving better value for money in their advertising spending. In response to market needs, we, equipped with the latest technology

By Sandy Ho Chief executive officer New iMedia Solutions Limited 1 8 M AR K ET I N G H O N G K O N G TH E G A ME C H A NG ER

and knowledge, utilise tracking and web analytics tools to enhance advertisers’ digital ads and help them reach the target customers by devices, by geographics, by behavior targeting, by demographics, by search terms, by specific dates and time… As a local agency, we have built a knowledge base with data related to keywords in the web, such historical data which is gathered daily throughout the year and from different industries will be transformed into valuable market insights for advertisers.

With so much data “bombarding” the advertisers, it is important for them to set up marketing goals for their campaign before determining the type of digital marketing channels to be adopted. These goals can be leads generation, online sales, website visit, phone calls, apps downloads, brand awareness and returning customers etc. With clear goal setting, the planning and execution of advertising campaigns can be better measured, reviewed and optimised.

There are no limits to being new for digital media which is ever-evolving. New iMedia strives to be the trusted digital marketing partner of our customers with a view to building and sustaining mutually beneficial collaborations. Through conceptualising and executing differentiated one-stop digital marketing solutions for our customers, riding on our experience, creativity and technological expertise, we work sideby-side with our customers to achieve their business goals while living our core values.

∋≜⒠⋱ᛵᶋ᤺ ㎠↠⢷懝╊ⓐ〃䠓㜇䩋䍮摆伢毦ᾼ虇嬚峘嗦㜇 䩋䍮摆⢷欨㾾ひ◙⾑⧃ᾙ㝴強㟽╙Ҹ欨㾾㵞〃䠓佁 ᾙひ◙㚾⎉ㄭ2011〃䠓15⊓㾾⋒⨭朆厂2016〃䠓 59⊓㾾⋒虇‣〃朢⨭朆―293虀Ҹ厖ⴱ㏅″㻐䠓㝈ゞ ‵ㄭ⁴ㄏᾜ㝆㛨剁᾵懙尹ひ◙ⴱ㏅⎸䚷佁ᾙひ◙⃫ ⴲ≂虇䂣崙厂慠〃ⴱ㏅Ὴ⑤寱⛞㎠↠㢘杫佁ᾙ䠓㜿 幖宙虇军㎠↠‵個倛◙䥴ⴱ㏅㢘杫⾑⧃䠓㢏㜿強⑱虇 䩉Ⅼ⁥↠劌㟑⏊余幋⾑⧃䠋ⷤҸ 㖫亱イ㙝䍮摆虃SEM虄䠓㑘イ䳥䛴⢷ 2016〃⃣ ‡凾佁俌㚾⎉䠓56虀虃33⊓㾾⋒虄Ҹ柳㑘イ䳥䛴⪥虇 㔷ゞ䳥䛴⬑ⷤ䫉ひ◙ҷ䫍″Ⱑ汣ひ◙虇╙恮摆䳥䛴⬑ 憞懝䫍″Ⱑ汣⋶ⵈ☛KOL䠓ⴲ≂虇⁴ᾙ慿╙䠓㏏㢘 ひ◙䳥䛴抌ⷤ䫉―⋷棱䠓㜇䩋䍮摆㟾孏Ҹ ᘷᒳᶠᯇᘍᐂ∕᰿ᘷ ⁴ㄏひ◙ⴱ㏅╹劌㧈㙩灭㙙☛㡬⋘㲰㜇䳘㜇㙩 ℕ㰱嬥㜇䩋ひ◙䠓姷䖍Ҹ样嗦䭠㐏䠓懁㳴虇㢃⪩ₐ㫼 憞懝⪶㜇㙩╊⶜䀥䡽㮨ⴱ㏅懁姛ひ◙㻊⑤虇ℎひ◙ 㚾⎉㢃㢘⊈⇋Ҹ拜▗⾑⧃䠓梏嬐虇㎠↠‵拜∨㢏㜿䠓 㐏姢╙䥴峧虇⎸䚷憌忳╙佁䱨⎕㤟⽴⌆⊹⒥㜇䩋ひ ◙虇崢ⴱ㏅䠓ひ◙╾㒘ᾜ▛䠓婬僽ҷ⢿䖕⃜僽ҷ姛䉉 ⴩⃜ҷ⁉╲䐈ㅄҷ㖫亱⳦寭ҷ䐈⴩㝴ⳟҷ㟑朢䳘ℕ㔴宇 䡽㮨ⴱ㏅Ҹ⃫䉉ᾏⵅ㢻⢿⁲䖕⛕虇㎠↠䠓⶗㫼⢧栙㢃 ら䱚―卹姛䦣䠋䠓䥴峧㜇㙩〺ℕ㛅桕▓姛㫼䠓佁ᾙ 杫攄⳦Ὶ㜇㙩虇᾵ⶖῚ惘⒥䉉㢘⊈⇋䠓⾑⧃幖宙虇䉉 ⴱ㏅㕟K㢃乍䀥䠓⾑⧃⎕㤟Ҹ ⢷憨↚㜇㙩㹪䅺䠓〃⁲虇ひ◙ⴱ㏅㝋戇㙖㜇䩋 䍮摆㾯懢Ὶ⏜虇ㅔ榗⋗䉉ひ◙㻊⑤宑䱚䡽㮨虇ℚ⬑ 㞾⿅ℕ䃪⢷ⴱ㏅ҷ佁ᾙ摆⚽ҷ佁䱨䆞孌捞ҷ梊尀㥴寱 ㎥㍘䚷䮚ゞᾚ悘ҷ㕟ⓖ♐䏛䥴▜〵㎥䎼╥Ӂ⡭榼ӂⴱ 䳘Ҹ憩懝㞝䩉䠓䡽㮨宼僽虇㝈╾䀥䩉嬞␒☛㢘㛗⢿㔷 姛ひ◙㻊⑤虇㢃╾寤₿㻊⑤䠓㎟㛗虇ㄭ军ᾜ㝆⊹⒥㜇 䩋䍮摆㝈㧗Ҹ 㜇䩋Ⱑ汣䠋ⷤ㝴㜿㢗䛿虇␄㜿㊞ㆄ䀟䀟ᾜ令Ҹ 䉉㎟䉉ⴱ㏅⇋ㄦⅰ広䠓㜇䩋䍮摆⪴⃃虇㜿‡⑤Ⱑ汣 ᾏ䢃⁴厖ⴱ㏅ら䱚╙Ⅼ㒐朆懯䠓‡⎸‡㉯▗⃫䉉䡽 㮨虇㌠坘㎠↠䠓伢毦ҷ␄㜿㊞ㆄ☛㐏姢⶗朆虇拜⁴⵵ 徟㧇ㅒ⊈⇋䉉⦉䪝虇䉉ⴱ㏅㭚ㆬ╙⦆姛⪩⋒⒥⌋ᾏ 䱨ゞ䠓㜇䩋䍮摆孲㸉㝈㧗虇厖ⴱ㏅᾵券懣㎟䡽㮨Ҹ

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THE WORLD IS BECOMING A SMALLER PLACE 世界正變得更小

2 0 M A R K ET I N G H O N G K O NG TH E G A ME C H A NG ER

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We’ve heard a lot about digital disruption, but home-sharing giant Airbnb can be considered the ultimate example of a digital disrupter.

Inti Tam talks to the eight-year-old home-stay start-up to discover what the next big thing is for the sharing economy. 㜇䩋槪嬕⾁崙ㄦ凂䌮劌専虇⃕⃞ⵎ⌀›⽷榼Airbnb╾岑 㜇䩋槪嬕冔䠓仑㬄⌇䵓ҸInti Tam容⛞憨ⵅ㎟䱚―⋺〃䠓 ⎬␄⃞ⵎₐ㫼虇㔱宝⌀›伢䅮䠓㢹ℕ䠋ⷤҸ

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THE GAME CHANGE R MARK E TING HON G KON G 2 1

Home is where the heart is, but it’s not where Airbnb is going to stat. The fast-growing company announced a massive new product launch at its annual conference for hosts in November.

“Trips” is a new mobile platform that includes three key features – “experiences”, “places” and “homes” – and it aims to offer better experiences and insides guides, rather than just helping tourists rent a room.

Aligning with the company’s tag line “belong anywhere”, which was introduced in 2014, “experiences” involves multi-day activities or one-off events such as concerts, all hosted by locals. Travellers can book tours tailored to their areas of interest, including food, fashion, music, sport or history.

The “places” feature includes digital guidebooks curated by locals, as well as audio walking tours and information on meetup events. Users can even make a restaurant reservation from the app.

Robin Kwok, Airbnb’s country manager of Southeast Asia, Hong Kong and Taiwan, says at the moment there are about 500 “experiences” in 12 cities worldwide, including its headquarters in San Francisco, and Tokyo and Seoul in Asia, with a view to expand the offering to 51 cities in 2017, with Hong Kong still in the pipeline.

She says for the company marketing campaigns are divided into three levels: global, regional and local. Places such as Hong Kong and Taiwan, where they are still building awareness to recruit more locals to become hosts in the region, those largescale campaigns will be available “when the environment is ready”.

Airbnb’s most popular localised campaign for Hong Kong, riding on its global brand identity, “belong anywhere”, was a sentimental depiction of Hong Kong actor Anthony Wong’s journey to Japan, which rolled out last year.

The video poetically portrayed Wong’s short stay with a local family in Japan, a popular destination for Hong Kong travellers, along with a series of heartwarming encounters with locals during his stay.

In only three days, the campaign achieved a staggering 1.7 million in organic reach, with the video receiving 410,000 views.

Kwok says by partnering with influencers, they can drive very strong advocates on social media, while using local people can convey the true experience to audiences.

In a general sense, guests always play a crucial and central role in the hospitality industry. But in this sharing economy, you need to account for the participation of local hosts to fully grow.

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She says it’s important to convert a user to be a host at the same time, because without the insiders who know the places within their neighbourhood, it’s hard to provide a truly localised experience for guests. “So we always try to get them on board to do the first-time booking.”

“WE CAN SEE THAT IN THE FUTURE THERE WILL BE EVEN MORE TRENDS OF TYPES OF SHARING GOING ON, AND WE ARE CREATING A NEW WAY TO DO IT.” Ӂ㢹ℕ㎠↠ⶖ㢒䢚⎿㢃⪩ᾜ▛槭! !⤚䠓⌀›強⑱虇军㎠↠㳲␄憯ᾏ! !䮽㜿䠓㝈ゞℕ懁姛⌀›Ҹӂ

And that’s one of the marketing priorities for the global rental empire in 2017.

Another top priority for Airbnb, like many other international enterprises, is to grab a slice of the lucrative Chinese market.

According to a blog post by the company’s CTO and co-founder Nathan Blecharczyk, China has embraced the sharing economy, and outbound travel from China grew by 500% in 2015 alone, making China one of the fastest growing outbound markets for Airbnb.

And there have been more than two million

ᤲ៦፬ጴᙰᑋᅗᓄ Airbnbᗄጰ᎔ᒀᠥᢿᅙ᱑ᤲ᪓᱖ ⨭朆䠓⋻▇⢷╊〃11㢗䉉㏎㤀厘姛䠓〃〵⪶㢒ᾙ虇ⴲ ⾒―⪶嬞㮰䠓㜿䚱♐䠋⾒Ҹ ᾏ↚▜䉉Trips 䠓㜿䮊⑤。╿⒔㑻ᾘ榔Ὴ嬐␮ 劌處ExperiencesҷPlaces╙Homes虇ᾜ≔⿺␸懙ⴱ䭮 ㏎虇㢃㝷⢷㕟K㢃⬌䠓汣毦╙䜅⢿㝔懙㒖ⓦҸ 拜 ▗ ⌅ 2 014 〃 㔷 ⎉ 䠓 ╲ 埮 B e l o n g Anywhere虇Experiences㽄噚⪩⪸㻊⑤㎥✽㲰㻊⑤虇 ⬑概㮑㢒虇㏏㢘㻊⑤⣖䛀䜅⢿⁉Ὴ㒐虇懙ⴱ╾㧈㙩卹⾀ ㊮厗弲䠓䵓䜖虇⒔㑻儝橮ҷ㟑婬ҷ概㮑ҷ汣剁㎥㴆▁ℕ 榟宑姛䮚Ҹ Places␮劌⒔㑻䛀䜅⢿⁉佷㘿䠓佁ᾙ㒖ⓦ虇⁴╙ 刁概⶝厹╙㻊⑤幖宙虇䚷㏅䚩厂╾⁴憞懝㍘䚷䮚ゞ榟 宑檟もҸ Airbnb ╿䇲 欨 㾾 厖 㤀 ⓦ ‭ Ⓩ 俌 伢 䖕 Robin Kwok 姷䫉虇。╿䡽⏜⢷⋷䖒23↚⥝⾑虇⒔㑻⌅俌扷 ᾘ坸⾑ҷ⁴╙⢷‭㻁䠓㤀※╙欥䏍虇㕟K⪶亓500榔 汣毦虇᾵宗␒⢷ 2017〃㚃⪶㢜⑨厂51↚⥝⾑虇军欨 㾾⁜⢷䷛␒䜅ᾼҸ ⬈姷䫉⶜⋻▇军宏虇⾑⧃㔷ひ㻊⑤⎕䉉ᾘ↚ⷳ㲰處 ⋷䖒ҷⓏ⥮╙㢻⢿Ҹ⢷欨㾾╙╿䇲䳘⢿虇封⋻▇⁜⢷䯜 㬄㕟汧䥴▜〵虇㑪⑮㢃⪩䜅⢿⁉㎟䉉㏎㤀虇憨‪⪶嬞 㮰䠓㻊⑤ⶖ⢷Ӂ㟑㯮㟑䌮ӂ㟑㔷⎉Ҹ 慝▗⌅⋷䖒♐䏛ヱ巰Belong Anywhere虇Airbnb ╊〃⢷欨㾾㔷⎉ᾏ扷㢻⢿⒥䠓㊮⁉䥼䏖虇⋶ⵈ岪慿㄀ ⾬灒䭚䚮䠓㝴㢻Ὶ㝔Ҹ 㝴㢻㞾欨㾾⁉䠓㝔懙䍀灭Ὶᾏ虇憨扷ひ◙䏖寸㊞ ⢿㕞慿灒䭚䚮⢷㝴㢻ᾏ↚䜅⢿ⵅ〼䥼㠺䛨ⵎ䠓㛔‚虇 ⁴╙⁥⢷憦䛨㢮朢厖䜅⢿⁉䠓ᾏ憲῁䰸ㅒ㔴宇Ҹ

⢷䥼䥼ᾘ⪸⋶虇封ひ◙㻊⑤䔁ㄦ毩⁉䠓170喻卹 䋅㔴宇䔖虇㄀䏖㢃撓ㄦ52喻㲰孏䢚㲰㜇Ҹ ⬈姷䫉虇憩懝厖䫍㢒▜⁉▗⃫虇⁥↠╾⁴⢷䫍″ Ⱑ汣ᾙ䎼╥⎿棭⿇焟⪶䠓㚾㒐冔虇军厖䜅⢿⁉▗⃫╾ ■孏䣍≂懣䢮⵵䠓汣毦Ҹ ᾏ去ℕ尹虇ⴱ⁉ᾏ■㞾拡〦㫼䠓杫攄╙㧇ㅒ㏏⢷虇 ⃕≞Airbnb憨䮽⌀›伢䅮ᾼ虇⬑㤫㸡㢘䜅⢿ⷚῊ䠓㚾 㒐㞾姛ᾜ憩䠓Ҹ ⬈姷䫉虇㢏捜嬐䠓㞾▛㟑炢⒄䚷㏅㎟䉉Ὴ⁉虇⡯ 䉉㸡㢘䌮峧䜅⢿䘿⨒䠓⁉虇ㄗ桲䉉㝔ⴱ㕟K䢮㳲䠓㢻 ⢿汣毦ҸӁ虃⡯㳳虄㎠↠ᾏ䢃炢⒄䚷㏅╒厖虇㏢朚ⵅ朏 慝ⴱ虇㔴╦䲻ᾏ㲰榟宑Ҹӂ

WWW. MARK E TING– IN TE RAC TI VE . C OM

guest arrivals from China at Airbnb listings worldwide since 2008.

This year it has signed co-operation MoUs with the cities of Shenzhen, Chongqing, Shanghai and Guangzhou to step up its expansion strategies.

To create a buzz in the market, the platform teamed up with popular actor Eddie Peng to be a host at his exclusive Airbnb listing in Shanghai in December. Participants were given the chance to spend a night at his place and even spend time with him.

Kwok’s first encounter with Airbnb was when she rented a tent on the platform over the Christmas holidays in Puerto Rico. The tent from Airbnb far exceeded her expectations: the host provided a comfortable foam mattress, clean pillows, a flashlight and soap.

She said she fell asleep under the stars, and woke up by the water every day. She extended her trip from two days to a week.

During her time on the beach, she reflected on her life and decided to apply for a job at Airbnb.

“I got denied when I first applied,” she says, “but after a few months they had a position that they thought I’d be a good fit for. The only catch was that it was based in Singapore. I got the job and haven’t looked back since.”

Very often, many refer to Airbnb as a “disrupter” in modern businesses, but Kwok thinks the company is more like a “game changer” or “changer”.

“We can see that in the future there will be even more trends of types of sharing going on, and we are creating a new way to do it.”

Creativity is the lifeblood of any start-up, and this is amply demonstrated at Airbnb’s new office in Singapore, opened in March.

The three-storey office has 13 meetings rooms inspired by beautiful homes from diverse destinations listed on its rental website.

All three floors are outfitted with a kitchen, including a cafe on the middle floor where employees can gather for a casual coffee.

To nurture the creative and innovative thinking within the company, she says there is no assigned desk or seat for its staff to encourage collaboration and discussion.

In this way, she explains, people will be flexible and more open to start talking with colleagues across different departments.

“For example, customer service staff may meet marketing staff and come up with new ideas,” she says.

Working at one of the world’s fastestgrowing start-ups, she says she is impressed by the humbleness of the founders of the company.

WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

⡯㳳虇◇イ㢃⪩䚷㏅㎟䉉㏎㤀虇ⷀ㞾 Airbnb ⢷

2017〃䠓⾑⧃㔷ひ捜灭ῚᾏҸ

She explains the company’s fast growth and humble nature has actually spurred the creation of a community.

She says her co-workers always have the “be a host” concept in their heart, which means people have the ability to anticipate someone’s needs in order to bring solutions to solve a problem.

Based in Singapore and travelling all around the region for business, Kwok is also a host in Singapore and a co-host with her sister in San Francisco.

While it’s not mandatory to be a host for Airbnb’s employees, she says the experience of being a host helps her to understand what users need better.

“There are so many stories behind each listing and each guest.”

As a frequent Airbnb user, she occasionally chooses to stay with a first-time host because “it’s hard to get a first-time booking” and also to give them suggestions on how to improve the service.

As the sharing economy continues to rise and become more prominent, making more places accessible, she believes the world will become a smaller place.

彮⌅⁥寀⪩⢚株ₐ㫼ᾏ㮲虇Airbnb䠓╵ᾏ↚䠋 ⷤ䊵灭虇ⷀ㞾⬑⃤⢷㢘⎸╾⢥䠓ᾼ⢚⾑⧃ᾙ⎕ᾏ 㣾儽Ҹ 㧈㙩封⋻▇䠓欥⾼㐏姢ⴧ⌋⌀▛␄⭚⁉Nathan Blecharczyk ⢷佁尛ᾙ姷䫉虇ᾼ⢚⾁㐤⋴⌀›伢䅮 㮰ゞ虇军✽⢷ 2015〃虇ᾼ⢚䠓⎉⨒㝔懙⁉㲰⾁䅏⨭ 500虀虇ℎᾼ⢚㎟䉉Airbnb⨭朆㢏ㅺ䠓⎉⨒⾑⧃ῚᾏҸ 卹2008〃⁴ℕ虇㢘弔懝200喻ℕ卹ᾼ⢚䠓㝔ⴱ⋴⃞ Airbnb⢷ᾥ䛛▓⢿䠓㶠ⵎҸ ⁙〃虇封⋻▇厖㾀⣂ҷ捜㌅ҷᾙ㼆ҷひ⽭䳘⥝⾑䷌ 宑▗⃫屡孲∨ㅧ撓虇⁴␯ㅺ⌅㚃ツ䳥䛴Ҹ 䉉―⢷⾑⧃ᾙ㏢榎▜⦑虇封。╿厖嗦▜䂣♰ー” 㟞▗⃫虇㝋12㢗䓷ⵅ朚㛍⌅⢷ᾙ㼆䠓⦉⢿⃫䉉㶠ⵎҸ╒ ␯冔㢘㯮㢒⋴⃞⁥䠓⢿㝈虇䚩厂╾厖⁥⌀〵ᾏ↚㟩ᾙҸ Robin Kwok厖Airbnb䠓䲻ᾏ㲰䢇懖虇㞾⢷凥尤 ⇖㢮㢮朢憞懝封。╿⢷㹱⪩灝▓䭮䚷ᾏ↚⿂䶆Ҹ军㞾 㲰伢毦懯懯弔⎉⬈䠓㢮㢪處⿂䶆Ὴ⁉㕟K厡懸䠓〙 ⨙ҷ‍㽷䠓㤤榼ҷ㏚梊䳡╙刴䠑Ҹ⬈姷䫉⬈⢷㞮䰉ᾚ 䣰孉虇㵞⪸㝸ᾙ娺棁㷃ん挡虇㢏ㄛⶖ⬈䠓㝔䮚ㄭ⋸⪸ ゅ朆⎿ᾏ㜃↚㞮㢮Ҹ 䜅⬈⢷㼆䇧䠓㟑↨虇⬈ㆬ⏜㊂ㄛ虇᾵㸉⴩䛂屚 Airbnb䠓分⃜ҸӁ㎠䲻ᾏ㲰䛂屚㟑娺㑡令Ҹӂ⬈⎕›懢處 Ӂ⃕」↚㢗ㄛ虇⁥↠㢘ᾏ↚䰉僉虇᾵尜䉉㎠㞾懸▗䠓 ⁉戇虇⚾ᾏ䠓㨬₅㞾嬐⿇歟㜿␯⣰Ҹ⃕㎠⎿分ㄛㄭ㸡 ㄛ㈣蘼ӂ ⬈尜䉉⌀›㞾Ӂ㛈崙懙㏁嬞⏖ӂ䠓杫攄Ҹ Ӂ㢹ℕ㎠↠ⶖ㢒䢚⎿㢃⪩ᾜ▛槭⤚䠓⌀›強⑱虇 军㎠↠㳲␄憯ᾏ䮽㜿䠓㝈ゞℕ懁姛⌀›Ҹӂ ␄㊞㞾₊⃤⎬␄ₐ㫼䠓☌劗虇军Airbnb⢷㜿␯⣰ 䠓㜿愵⋻ⴳ⋔⎕峘㞝―憨ᾏ灭Ҹᾘⷳ汧䠓愵⋻ⴳ宼㢘 13↚㢒峿ⴳ虇棗㊮ℕ卹⌅⎉䭮佁䱨ᾙ⎦⎉䠓ᾜ▛䡽䠓 ⢿䠓儝瀦ⵅ⢡Ҹ ᾘ↚㮢ⷳ⋷抌拜∨ど㏎虇⒔㑻ᾏ↚⢷ᾼⷳ䠓☥⛰ も虇♰⽴╾⁴⢷戲婰₠朡⢿›╦ᾏ㣾☥⛰Ҹ 䉉―⦈檙⋻▇䠓⋶扷␄㜿ㆬ似虇⬈姷䫉㸡㢘䉉⌅ ♰⽴⎕拜愵⋻㧛㎥〶⃜虇⁴炢⒄▗⃫╙䀬憩Ҹ ⬈孲捚㒖虇憨㮲㢒⁳♰⽴㢃棗㻊ҷ㢃朚㛍虇朚⭚厖 ᾜ▛扷朏䠓▛‚″屖ҸӁℚ⬑虇ⴱ㏅㢜⑨⁉♰╾劌㢒懖 ⎿⾑⧃㔷ひ⁉♰虇᾵⌀▛㭚ㆬ⎉㜿灭ⳟҸӂ ⢷憨ⵅ⋷䖒䠋ⷤ㢏ㅺ䠓⎬␄ₐ㫼⽴⃫虇Kwok姷 䫉⬈⶜␄⭚⁉⌋欥⾼⦆姛ⴧ䠓岨懫㋚〵⓿巰㾀⏊Ҹ⬈ 孲捚虇⋻▇䠓ㅺ憮⨭朆╙岨懫㢻幹虇䊰ヱᾼ炢⒄―䫍Ⓩ 䠓ヱ㎟Ҹ ⬈姷䫉▛‚↠ㅒ婰俌㢘Ӂ㳍ㄔⴱ⁉ӂ䠓㊂㹤虇憨 ㊞☂嗦⁥↠㟑⏊榟㾻⎴⁉䠓梏嬐虇䉉⛞槛㕟K孲㸉 㝈㹤Ҹ ⿇歟㜿␯⣰᾵ᾣ伢⿇⎿Ⓩ⋶▓⢿⋻〈虇Kwok⢷ 㜿␯⣰ᾜ㟑㏢朚ⵅ朏慝ⴱ虇᾵厖⬈⢷ᾘ坸⾑䠓⭟⭟⌀ ▛㙣₊ⷚῊҸ 桥䋅Airbnb䠓♰⽴᾵棭テ⏅嬐㎟䉉㏎㤀虇⃕⬈姷 䫉虇㎟䉉Ὴ㒐䠓伢毦㢘␸⬈㢃㾀⋴䖕孲䚷㏅䠓梏嬐Ҹ Ӂ㵞⃜ⷚῊ☛㵞⃜ⴱ⁉剛ㄛ抌㢘ㄗ⪩䠓㛔‚Ҹӂ ⃫䉉Airbnb䠓⿇ⴱ虇Kwok∅䏍㢒戇㙖欥㲰⎉䭮 ㏎ⷚ䠓䚷㏅虇⡯䉉Ӂ從⎉䲻ᾏ㳴ㄗ桲ㄦӂ虇᾵ᾣ╾⁴■ ⁥↠㕟K⬑⃤㛈懁㢜⑨䠓ら峿Ҹ 样嗦⌀›伢䅮㊗強㟽╙╙崙ㄦ㢃捜嬐虇⁳㢃⪩䠓 ⢿㝈崙ㄦ朚㛍虇Kwok䢇ⅰᾥ䛛ⶖ㢒崙ㄦ㢃⶞Ҹ THE GAME CHANGE R MARK E TING HONG KON G 2 3

AN EXCITING YEAR OF AUTHENTIC CONNECTION WITH CONSUMERS AWAITS US ㏢憯䢮㳲㻐⑤♐䏛汣毦 As we move into the new year, businesses that are attentive to trends in marketing and consumer behaviour will be able to recognise the importance of authentic connections, and the role it can play in achieving greater success and improved customer interactions.

With more apps and services still to come, do keep an eye on these five trends in 2017.

Authentically mobile experience The smash-hit smartphone game Pokémon GO and the car-hailing app Uber both have elements of mobile authenticity that make them harbingers of what is to come. Both apps jump at the “in-the-moment” property of mobile and leverage location-based technology to provide a seamless mobile experience, which is only possible with a mobile phone.

While AR and VR have become viable mainstream marketing tools, a trend expected to continue in 2017, brands need to formulate authentically mobile branded experiences to wow their patrons.

Personalised content It’s known that personally relevant content can increase the likelihood of purchase, but to deliver a truly personalised message, brands will start using machine learning capabilities to understand customer product preferences based on purchase history.

Also, marketers can improve A/B testing techniques via machine learning; it takes advantage of the huge amounts of data and hundreds of variables to analyse and identify which campaigns work and which don’t.

Live streaming video Social media users are beginning to demand more in-the-moment content, and I believe broadcasting live video will steal the show in 2017. Having amassed more than 2 million likes on Apple Daily’s Facebook page, we are taking the lead in deploying live streaming video to broadcast important news event in real time to engage with audiences to drive stronger growth and viewership.

Influencer marketing This year, we have seen the power of influencer marketing as it can incorporate sponsored content to help brands create and build more authentic connections with consumers effectively.

According to a survey by eMarketer, 48% of marketers said they will boost their influencer marketing budget in the new year. To conquer the social and digital battlegrounds in 2017, I think brands need to leverage more interactive and creative technology such as HTML5, VR or AR in their stories to enhance user experience.

Programmatic ad The marketing industry is on a march toward automation. As programmatic advertising technology continues to become more sophisticated, programmatic advertising is expected to skyrocket with a 31% growth in 2017, faster than all other digital channels, according to Zenith’s Programmatic Marketing Forecasts. It is likely that we’ll see more premium inventory sources offered by publishers with targeting data, which enables advertisers to target audience segments most likely to be interested in what they’re selling.

⋓ዹỉዯᑧᅗᢽᷲᏕᲵᭆ⇚፛ᦧḈᜇᒭᠥ┣ṬᛵᐢỔ ⶖ㊞峧⎿䢮⵵凾俺䠓捜嬐ㆶ虇╙⌅⢷⵵䖍㢃⪶㎟㤫 ╙㕟ⓖ槶ⴱ‡⑤㝈棱╾䠋㕽䠓⃫䚷Ҹ样嗦㢃⪩㍘䚷 䮚ゞ╙㢜⑨棱ᾥ虇屚䛨㊞⁴ᾚ2017〃䠓‣⪶強⑱Ҹ ᧣Ꮹᛵ᠐᪳➳➱ ⪶䍀㠉劌㏚㯮懙㏁Pokémon GO╙╺恙㍘䚷䮚ゞ Uber抌㙐㢘䢮㳲䠓㻐⑤⋒亯虇ℎⴒ↠Ὴ⶝㢹ℕҸ憨 ⋸㳍㍘䚷䮚ゞ抌㔛㕰㻐⑤䠓䤻朢⃜僽⦉䪝㐏姢㕟K 䊰侺䠓㻐⑤汣毦虇憨╹㢘憩懝㏚㕟梊尀㏜劌⇩⎿Ҹ 㚃⨭⵵⨒虃AR虄╙埪㙻⵵⨒虃VR虄⾁㎟䉉╾姛䠓 Ὴ㻐⾑⧃㔷ひ⽴⌆虇榟宗2017〃強⑱㒐倛虇♐䏛梏嬐 ㏢憯䢮⵵䠓㻐⑤♐䏛汣毦ℕ◇イ⌅Ӂ丂橾䕼ῊӂҸ ᣥዷፓፇᤶ 䣍㏏◷䥴虇厖↚⁉䢇杫䠓⋶ⵈ╾㕟ⓖ庋幆㌍虇⃕䉉㕟 K䢮㳲↚⁉⒥䠓ⴲ≂宙ㇾ虇♐䏛ⶖ朚⭚懚䚷㯮⟷ⴇ 兡虇㧈㙩槶ⴱ䠓庋幆亏撓ℕ―孲⁥↠䠓䚱♐⇞⬌Ҹ 㳳⪥虇⾑⧃㔷ひ⁉♰╾⁴憩懝㯮⟷ⴇ兡ℕ㕟ⓖ A虊B㾻寵㐏姢虇懚䚷⪶捞䠓㜇㙩☛㜇⁴䠍䮽崙㜇ℕ ⎕㤟╙峧⎴㻊⑤㞾▵㢘㛗Ҹ ᛸ∂⇝ᎆ 䫍″Ⱑ汣䚷㏅⶜│㟑⋶ⵈ䠓梏㷑㊗ℕ㊗⪶虇㎠䢇ⅰ 䢃㘼㄀䏖ひ㘼ⶖ㞾2017〃䠓⪶強⑱Ҹҿ垚㤫㝴⧀Ӏ䠓 Facebook⶗榐䯜亾弔懝200喻↚Ӂ崩⬌ӂ虇㎠↠䔖⋗ 懚䚷䢃㘼῁㻐㄀䏖│㟑≂憐捜嬐㜿凭‚₅虇憞懝厖 孏䣍‡⑤ℕ㔷⑤⨭朆╙㛅嬥䔖Ҹ ⃿ᡪ⒠⋱ ⁙〃虇㎠↠䢚⎿佁仰五⁉䍮摆䠓␪捞虇⡯䉉䜅ᾼ╾ ⒔►庙␸⋶ⵈ虇崢♐䏛㢘㛗⢿厖㼗幊冔ら䱚䢮⵵䠓 凾俺Ҹ 㧈㙩eMarketer䠓屎㥴虇48%䠓⾑⧃㔷ひ⁉♰姷 䫉⁥↠ⶖ⢷㜿ᾏ〃㕟汧KOL䠓䍮摆榟䴦Ҹ⬑㤫㊂⢷ 2017〃ㄐ㢜䫍″╙㜇䩋㎿⧃虇㎠尜䉉♐䏛梏嬐⢷⌅ 㛔‚ᾙ懚䚷㢃⪩‡⑤╙␄㊞㐏姢虇⬑HTML5ҷVR㎥ AR虇⁴㕟ⓖ䚷㏅汣毦Ҹ

By Mo Chung Vice President - Sales of Apple Daily and Next Mobile Next Mobile Limited

ᶗᔫፓ⇚ᓯ ⾑⧃㔷ひ姛㫼㳲廿■卹⑤⒥Ҹ㧈㙩⵵␪≂㘼䠓ҿ䮚〞 ⒥⾑⧃㔷ひ榟㾻⧀◙Ӏ虇䮚〞⒥ひ◙㐏姢崙ㄦ㊗ℕ㊗ 媖桫虇⌅⨭朆ⶖ⢷2017〃橙ⓖ31%虇汧㝋㏏㢘⌅⁥㜇 䩋㾯懢Ҹ㎠↠╾劌㢒䢚⎿㢃⪩䛀⋶ⵈ䠋⾒⛕㕟K䠓汧 幹亯⴩⃜㜇㙩ひ◙幖䀟虇⁴ⅎひ◙ⴱ㏅䤓䀥㢏㢘╾劌 ⶜⁥↠摆⚽䠓䚱♐㊮厗弲䠓儳仓Ҹ

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S PARK AWARDS S PE CIAL E DITION 2 015 MARK E TING HON G KON G 43

MAKE EVERY MARKETING DOLLAR COUNT IN 2017 崢2017〃䠓⾑⧃㔷ひ㚾⎉䚷ㄦ⌅㏏

In 2016 and moving forward, with the advancement in data tracking and analytics, we are enjoying great transparency and a flood of information is available to us, making data scientists (previously called business analysts) the hottest job in the industry.

In the old days, we embraced the creative minds in the advertising industry, relying on their experience and intuition; in the current digital age, we place our bets on data. To me, this means an even greater risk. Fully trusting the analytics system, just like driving a vehicle with an auto-pilot system, can lead to issues.

The data we are looking at or the way we interpret this data can be misleading and lead us down the wrong track. This is increasingly crucial as we place bigger bets on data-driven decisions.

A big trend in 2017 will be laying the foundation of personalised marketing; the concept of social data integration with the brand’s CRM. On the one hand, numerous advertising channels are flourishing with the aid of advancements in the media industry, while attention span and conversion, on the other hand, are deteriorating. Marketers are required

to spend more effort to keep a customer on their digital platform than a brick-and-mortar store, considering that the entrance (and exit!) barrier is lower.

To tackle the issue of netizens becoming more immune to advertisements, marketers have come up with various ways of “stalking” customers’ social media activities to enhance customer insights. However, we should not ignore the potential pitfalls concerning ‘house rules’ and policies on each social media platform. We need to find a way to consolidate information in public spaces, including on the brand’s own social media pages or those of their competitors. The aim is to separate customers into different segments, per the type/genre of content that they interact with. To take this further, we need to define a customer’s profile by examining their point(s) of entrance from each specific channel, advertisement content, and demographic targeting.

As we are expected to experience a weaker economy in 2017, we can comfort ourselves that this is the moment for digital marketers, allowing marketing dollars to be well spent.

See you around in 2017!

2016 ᑧ፛ᙗឹᅗ␣ᷕ∋⍙ῃ●፛ፍᚯᛵḢᕥᅗᔾᣞ ›㢘㬄⪶䠓憞㞝〵虇᾵䔁ㄦ⪶捞䠓宙ㇾ虇ℎ㜇㙩䭠 ⴇⵅ虃⁴ㄏ䯀䉉㫼⑨ ⎕㤟⾺虄㎟ 䉉姛⋶㢏 䍀朏䠓 ⽴⃫Ҹ ⁴ㄏ虇㎠↠捜嬥ひ◙姛㫼䠓␄㊞⁉㏜虇ℬ棯⁥↠ 䠓伢毦╙䢃孉虖⢷䖍⁙㜇䩋㟑⁲虇㎠↠ⶖ幼㹷㐤㛍 ⢷㜇㙩ῚᾙҸ⶜㎠ℕ尹虇憨㊞☂嗦㢃⪶䠓樷根Ҹⴛ⋷ ⅰ₊⎕㤟亊伀虇ⷀ≞ℎ䚷卹⑤此歪亊伀䠓恙悪虇╾劌 㢒䠋䚮⛞槛Ҹ㎠↠㥴䢚䠓㜇㙩㎥孲崏㜇㙩䠓㝈ゞ╾ 劌㢒憯㎟尳⶝虇᾵⶝厃廿撾㝈■Ҹ样嗦㎠↠ⶖ㢃⪶ 䠓幼㹷㑋⢷㜇㙩Ὴ⶝䠓㸉䳥Ὶᾙ虇憨ᾏ灭崙ㄦ㊗ℕ ㊗捜嬐Ҹ 2017〃䠓⪶強⑱虇ⶖら⦉㝋仟▗䫍″Ⱑ汣㜇 㙩厖♐䏛ⴱ㏅杫⅑䴰䖕䠓↚⁉⒥⾑⧃㔷ひ㬑ㆄҸᾏ 㝈棱虇寀⪩ひ◙㾯懢⢷Ⱑ汣懁㳴ᾚㄦ⁴噻⑒䠋ⷤ虇 ╵ᾏ㝈棱虇杫㹷㟑朢╙惘㕪䔖▛㟑㾪ⶠҸ冒㋽⎿⋴ ╲虃╙⎉╲虄朏㱊悒⃝虇⾑⧃㔷ひ⁉♰梏嬐㢃␯␹ ␪⁳槶ⴱ䛨⢷⁥↠䠓梊ⳟ。╿ᾙ⪩㝋⵵汣〦Ҹ 䉉孲㸉佁㶠⶜ひ◙⋜䜺䠓⛞槛虇⾑⧃㔷ひ⁉♰ 㕟⎉―▓䮽㝈㹤ℕӁ彮忳ӂ槶ⴱ䠓䫍″Ⱑ汣㻊⑤虇⁴ 㕟汧⶜⁥↠䠓―孲Ҹ䋅军虇㎠↠ᾜ㍘ㆌ䛴ᾜ▛䫍″。 ╿䠓Ӂ⋶扷嬞⏖ӂ╙㛎䳥䠓䃪⢷栆柀Ҹ㎠↠嬐⶚㐍㝈 㹤ℕ㜃▗⋻⌀䰉朢䠓宙ㇾ虇⒔㑻♐䏛卹怺╙⌅䲅䎼 ⶜㏚䠓䫍″Ⱑ汣⶗榐虇䡽䠓㞾㧈㙩槶ⴱ‡⑤䠓⋶ⵈ 槭⤚虊䮽槭亿⎕槶ⴱҸ㢃懁ᾏ㳴虇㎠↠梏嬐㰱㥴㼗 幊冔⢷㵞↚䐈⴩㾯懢䠓⋴╲灭ҷひ◙⋶ⵈ╙╦䣍䐈 ㅄ⴩⃜ℕ⴩儸槶ⴱ䠓↚⁉幖㜨Ҹ 桥䋅榟宗2017〃䠓伢䅮ⶖ㢒崙ㄦ䝁ダ虇㎠↠╾ ⁴ⴘ㋿卹⾀虇憨㞾㜇䩋⾑⧃㔷ひ⁉♰䠓㟑⏊虇崢⾑ ⧃㔷ひ㚾⎉䚷ㄦ⌅㏏Ҹ 2017〃嬚蘼

By Jeffrey Hau Director Prizm 2 6 M A R K ET I N G H O N G K O NG T H E G AME C H ANG ER

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1. What could an AI-powered chatbot do for your brand?

Chatbots are expected to be the next step into artificial intelligence for brands, particularly in the service sectors. In 2017, the key areas where AI will begin to deliver marketing opportunities are insight generation, chatbots, personal assistants and optimisation of media buying. Chatbots will be particularly important for service brands, while data-rich clients are already applying machine learning to media buying.

3. Are you producing too much social video content?

Social video is experiencing massive growth as a content marketing format, and this growth is expected to continue in 2017. A growing number of brands are experimenting with live video, and this format tends to work best for content that is exclusive or newsworthy, or content such as Q&A sessions that require live audience involvement.

A major challenge for 2017 will be video measurement, particularly after the announcement that Facebook had been significantly overestimating average viewing times.

FIVE QUESTIONS FOR MARKETERS IN 2017 市場推廣人員 在2017年 要面對的五個 問題 2. What brand experiences could you enhance with AR or VR? Virtual and augmented reality introduce new ways to engage consumers, and dovetail well with brand experience work.

After years of promise, VR is becoming a viable mainstream marketing tool, with global communications brands such as Facebook, Google and Samsung investing in VR platforms and headsets.

The focus of VR activity is on experiences and emotional engagement. AR, meanwhile, is not a new technology, but the big driver of usage in 2016 was Pokémon Go. There are a number of emerging opportunities in AR, and some of the best examples to date have been around product trial and utility.

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1/ዷጤᴙᨬᛵᰄ፞⍶⌸ዷᅳChatbotᅴ⁝᝸ᵬᑺᒺ ᩩ⚼ᅞ

Chatbot榟㜨㎟䉉♐䏛⢷⁉⽴㠉劌䠋ⷤ䠓ᾚᾏ㳴虇ⶳ ⌅⢷㢜⑨姛㫼Ҹ⢷㢹ℕ䠓ᾏ〃虇⁉⽴㠉劌ⶖ⢷㕟K 㺭㈘ҷChatbotҷ↚⁉␸䖕╙Ⱑ汣庋幆⊹⒥䳘杫攄榧 ⥮虇㕟K⾑⧃㔷ひ㯮懖ҸChatbot⶜㝋㢜⑨㫼♐䏛ⶳ 䉉捜嬐虇㙐㢘巟ⵛ㜇㙩䠓ⴱ㏅⾁ⶖ㯮⟷ⴇ兡㍘䚷㝋 Ⱑ汣庋幆ῚᾙҸ

2/╭↾⁘⁀ᅳARᅴᙬᷤ⑹⁘⁀ᅳVRᅴᑙᒺ↾ᬒ᝸ᵬ ➳➱ᅞ

VR╙AR䉉◇イ㼗幊冔イ⋴㜿㝈ゞ虇᾵厖♐䏛汣毦余 ⵕ䢇憲Ҹ 伢懝⪩〃䠓䠋ⷤ虇VR㳲㎟䉉Ὴ㻐䠓⾑⧃㔷ひ⽴ ⌆虇⋷䖒憩宙♐䏛虇⬑ Facebookҷ巆㳛╙ᾘ㞮⾁㐤 幖䠋ⷤ埪㙻⵵⨒。╿╙婬僽ҸWS䠓捜灭⢷㝋汣毦╙ ㉔㊮凾俺虇军AR᾵棭ᾏ䮽㜿㐏姢虇⃕⢷2016〃慔憮 䇺五䠓ҿPokémon GOӀ⪶⪶㔷⑤―⌅㍘䚷ⷳ棱Ҹ䖍 㟑㢘寀⪩㜿厗䠓BS㯮懖虇䚱♐寵䚷╙㍘䚷㞾慓⁙䉉 㳱䠓ᾏ‪㢏⬌ℚⳟҸ

As 2016 draws to a close, how will the many shifts in marketing over the past year affect plans and budgets in 2017? Warc has partnered with Deloitte Digital to include five topics that will affect marketers next year. 样嗦2016〃│ⶖ仟㣮虇懝╊ᾏ〃䠓䣍⪩⾑⧃㔷ひ崙⒥虇ⶖ⬑⃤ ㄀榎2017〃䠓宗␒╙榟䴦虚Warc厖Deloitte Digital▗ ⃫虇㬑㑻ⶖ⢷㞝〃㄀榎⾑⧃㔷ひ⁉♰䠓‣⪶Ὴ槛Ҹ

4. Are you missing out on “dark social” insights?

The time spent using social media is increasing, but the platforms used are increasingly closed or private to marketers, rather than open or transparent.

The rise of chat or mobile-focused messenger apps such as WhatsApp, Facebook Messenger, Line and WeChat (particularly in Asia) is fuelling the rise of “dark social”.

The rise of “dark social” has two major implications for marketers. First, there may be an impact on social listening techniques, and the quality of information available from monitoring “open” social platforms. Second, there is expected to be a move away from “real-time” social strategies towards conversation-based approaches.

5. Do you need a direct-to-consumer strategy?

Bran.ds in sectors such as food and FMCG are finding new routes to consumers or are being disrupted by competitors with innovative business models.

Low-cost start-ups have disrupted established business models with customercentric, online businesses. Innovative apps, subscription services and engaging branded social platforms have encouraged impulse purchases and trials with seamless transactions and personalised experiences.

3/ᓇ៦ᓥℽᓆ፠ᑑ᛻ᐐ⇝ᎆፇᤶᅞ 䫍″Ⱑ汣㄀䏖䉉⋶ⵈ䍮摆㧋ゞ㳲伢㴆⪶嬞㮰⨭朆虇 憨䮽⨭朆榟宗⢷ 2017〃㒐倛Ҹ㊗ℕ㊗⪩䠓♐䏛㳲➦ 寵㔰䚷䢃㘼㄀䏖虇憨䮽㧋ゞ㢏懸▗䚷㝋䓷ⵅ㎥㢘㜿 凭⊈⇋䠓⋶ⵈ虇㎥冔㞾梏嬐䖍⧃孏䣍╒厖䠓⛞䳣䘿 䵏䳘Ҹ 2017〃 Ὴ 嬐 㒠 ㎿ 㞾 ㄀ 䏖 䠓 㾻 捞虇ⶳ ⌅ 㞾 Facebook娺㕼⡯宗䴦⋻ゞ撾尳虇⶝厃㢘㟑懝㝋汧₿ 宇╙⁉㲰Ҹ

4/ᓇ៦ᓥᙝᯇድᆋỊ᛻ᐐ᳂➳ᆌᅳDark socialᅴᛵ ᖤᾢᅞ ℎ䚷䫍″Ⱑ汣䠓㟑朢㳲⢷⨭␯虇⃕ℎ䚷䠓。╿㊗ ℕ㊗ⶐ朘㎥崙㎟⾑⧃㔷ひ⁉♰䭐㢘虇军棭⋻朚㎥ 憞㞝Ҹ 凙 ⪸ ㎥ ㏚ 㯮 䉉 Ὴ 䠓 憩 宙 ㍘ 䚷 䮚 ゞ虇 ⬑ WhatsAppҷFacebook MessengerҷLine! ╙ㄽⅰ虃 ⶳ⌅㞾⢷‭㻁虄䠓厗弆虇⁳Ӂ㠦䫍″Ⱑ汣ӂ⺪弆Ҹ Ӂ㠦䫍″Ⱑ汣ӂ䠓厗弆虇⶜⾑⧃㔷ひ⁉♰㢘⋸↚ Ὴ嬐㄀榎Ҹ欥⋗虇╾劌㄀榎⢷䫍″凕刌㐏姢╙䡲㔶⋻ 朚䫍″。╿㏏䠓宙ㇾ幹捞虖䲻‛虇⾑⧃㔷ひ⁉♰╾劌 嬐ㄭ│㟑䫍″Ⱑ汣䳥䛴虇惘䉉⶜尀䠓㝈ゞҸ

5/ᓇ៦ᓥↅᢢᛸᬻ᪂⁝ᦧḈᜇᛵᶠᯇᅞ 橮♐╙ㅺ憮㼗幊♐䳘姛㫼䠓♐䏛㳲⢷⶚㐍㔴宇㼗幊 冔䠓㜿憣ㄠ虇╗㎥冔娺㔰䚷␄㜿⛕㫼㮰ゞ䠓䲅䎼⶜ ㏚㏢㛦Ҹ ⃝㎟㢻䠓⎬␄ₐ㫼㌠坘⁴ⴱ㏅䉉ᾼㅒҷ佁ᾙ㫼 ⑨ҷ␄㜿㍘䚷䮚ゞҷ宑杀㢜⑨╙⌆◇イ␪䠓♐䏛䫍″ 。╿虇憩懝䊰侺″㞢╙↚⁉⒥汣毦炢⒄姬⑤庋䏸╙ 寵䚷虇䧃⩭≂伀䠓⛕㫼㮰ゞҸ

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