Marketing Magazine HK - June 2016 by Marketing Magazine Group

MARKETING MAGAZINE HONG KONG EDITION

THE ART & SCIENCE OF CONNECTING WITH CONSUMERS

HONG KONG

JUNE 2016

marketing-interactive.com

JUNE 2016

“Pay “P ayme ment ntss is one on e of the exci ex citi ting ng ind ndus ustr triess to be in in.. Nott on No only ly doe oess it pla lay y ou outt ac acro ross ss e er ev ery y co cons nsum umer er cate ca tego gory ry y – be itt FMC MCG G or tra rave vell o orr ret etai a l.” 「支付行「支付業是付行是令人振奮振奮的行奮的行業之業一。無是快無論是快速消速費品速消費品、、還旅遊還是旅遊或零或零售，售，」

DEBORAH GOLDINGHAM HEAD OF MARKETING, SOUTHEAST ASIA MASTER CARD

編者的話

EDS LETTER

ONLINE ADVERTISING NOW THE STAR OF THE SHOW

Editorial Matt Eaton, Editorial Director matte@marketing-interactive.com Inti Tam, Deputy Editor intit@marketing-interactive.com Tracy Chan, Bilingual Sub Editor tracyc@marketing-interactive.com

佁仰ひ◙㎟䉉⾑⧃Ὴ孡

International Team Rayana Pandey, Editor (Singapore) rayanap@marketing-interactive.com Advertising Sales - Hong Kong Sara Wan, Senior Sales Manager, Advertising & Sponsorships saraw@marketing-interactive.com Sherman Ho, Account Manager shermanh@marketing-interactive.com Tracy Poon, Account Manager tracyp@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, Senior Designer evisuy@lighthousemedia.com.sg Samson Lam, Graphic Designer samsonl@lighthousemedia.com.sg Events Yeo Wei Qi, Regional Director, Events Services weiqi@lighthousemedia.com.sg Cathy Luk, Manager - Events Services cathyl@marketing-interactive.com Sincere Fung, Executive - Events Services sinceref@marketing-interactive.com Sarah Kee, Lead Producer sarahk@marketing-interactive.com Gabriella Yu, Events Producer gabriellay@marketing-interactive.com Sanna Lun, Events Producer sannal@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 +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 Hong Kong 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 Tel: +65 6423 0329 Fax: +65 6423 0117 Hong Kong: Lighthouse Independent Media Ltd 2/F Connaught Harbourfront House, 35-36 Connaught Road West, Sheung Wan, Hong Kong Tel: +852 2861 1882 Fax: +852 2861 1336 To subscribe to Marketing magazine, go to: www.marketing-interactive.com

It really was just a matter of time before online ad spending finally overtook TV, and new data from PwC shows that in 2016, global internet advertising revenue will overtake broadcast TV revenues for the first time, with Hong Kong expected to follow suit in 2017. PwC’s latest Entertainment and Media Outlook 2016-2020 gives a wide-ranging view of the state of entertainment and media both globally and in Hong Kong. While this year’s report paints a rather gloomy portrait of the traditional media sectors, there are some very positive signs emerging. It won’t come as a great surprise to many to see that online advertising has been one of the key drivers for entertainment and media in Hong Kong since 2011. That trend is set to accelerate in a significant way, 10.6% annually, according to PwC, and will reach US$1.07 billion by 2020. That growth will come at the expense of traditional TV, a market PwC described as “stagnant”, despite its maturity and a subscription TV penetration of some 84%. PwC data shows TV advertising revenue fell 9.2% in 2015 to US$732 million and further losses are expected this year. TV will, however, return to growth in 2017 and the TV ad market will reach US$825 million by 2020. TV’s stagnation is driven by a shift to digital and mobile consumption and over-the-top (OTT) services such as Netflix and Apple TV. Hong Kong’s internet and mobile penetration is among the highest in the world, so it really was just a matter of time for online to trump TV in this way. Make no mistake, digital’s growth from here on in is something that can no longer be thought about as a value-added proposition.

⃿ᶲ⇚ᓯ፱Ꭴ᲌᯺Ḑḏ ᷲ⇚ᓯᏁ៦␌ᑴ᫆◶ᅙᦉ⍙ 儔⌄♇㷇懢㢏㜿䠓㜇㙩槾䫉虇2016〃䠓⋷䖒‡凾佁ひ◙㛅⋴ⶖ欥㲰弔弙ひ㘼梊嬥ひ◙㛅⋴虇欨㾾榟宗㝋2017〃弤ᾙ憨↚㳴₟Ҹ 儔⌄♇㷇懢㢏㜿ҿ2016-2020⋷䖒⮪㮑╙≂Ⱑ ⷤ㢪Ӏ⧀◙ⷀ⋷䖒╙欨㾾⮪㮑╙≂Ⱑ䑏㹐⃫⎉ⴞ孏 ⎕㤟Ҹ⊧䴰⁙〃⧀◙⶜≂伀Ⱑ汣姛㫼䠓䑏㹐悒䉉㉁孏虇⃕䜅ᾼ⁜㢘ᾏ佩㡨⋘Ҹ 佁仰ひ◙卹2011〃朚⭚⾁㎟䉉欨㾾⮪㮑╙≂Ⱑ 䠓Ὴ嬐⨭朆⑤␪Ὶᾏ虇䢇ⅰㄗ⪩⁉抌ᾜ㢒⶜㳳㊮⎿ 毩宬Ҹ 㧈㙩儔⌄♇㷇懢姷䫉虇憨到強⑱ⶖ⁴㵞〃10.6虀䠓㵣ℚ槾嗦␯憮虇᾵ⶖ㝋2020〃懣厂10.7⊓儝⋒Ҹ 憨䮽⨭憮ⶖ⶝厃≂伀梊嬥ひ◙㛅⋴侽㾪Ҹ儔⌄ ♇㷇懢㒖虇⊧䴰≂伀梊嬥䠋ⷤ㎟䌮虇㛅幊梊嬥䠓㟽╙ 䔖亓84虀虇⃕封⾑⧃⾁伢檌☛Ҹ 儔⌄♇㷇懢䠓㜇㙩槾䫉虇梊嬥ひ◙㛅⋴⢷2015 〃ᾚ柜 9.2虀厂7.32⊓虇榟㢮⁙〃㢒懁ᾏ㳴ᾚ彛Ҹ䋅军虇梊嬥ひ◙⾑⧃ⶖ㝋2017〃⡭⑖虇㛅⋴ⶖ㝋2020 〃懣厂8.25⊓儝⋒Ҹ 梊嬥ひ◙⾑⧃⇫䁾ᾜ⏜虇Ὴ嬐䛀㝋孏䣍惘■㜇䩋╙㻐⑤Ⱑ汣虇⁴╙Netflix╙垚㤫梊嬥䳘 OTT㄀概㢜⑨Ҹ 欨㾾䠓‡凾佁╙㏚㯮㟽╙䔖㞾⋷䖒㢏汧䠓⢿Ⓩ Ὶᾏ虇⡯㳳佁仰㙙㛦梊嬥䢮䠓㞾戁㝸䠓⛞槛Ҹ 㵺䊰䜠⛞虇㒘䋶㜇䩋Ⱑ汣憨䮽䠋ⷤ強⑱虇ⴒㄗㅺ ᾜ㢒嬥䉉ᾏ䮽⨭⇋Ⱑ汣Ҹ

SCAN TO SUBSCRIBE

Matt Eaton Editorial Director WWW.M A R K ET I N G - I N T ER A C T I V E.C O M

JU NE 201 6 MARK E TING HON G KON G 1

JUNE 2016 6

Mastering the business of marketing.

㔛㕰⾑⧃㔷ひ䱔朏 Ad Watch/Web Watch.

ひ◙灭寤虊佁仰灭寤

Thinking of programmatic? What you should know.

䮚〞⒥ひ◙庋幆ᾜ╾ᾜ䥴䠓嬐宲

Master Report: Digital & Big Data.

㜇䩋╙⪶㜇㙩!

How brands can travel in style.

♐䏛⬑⃤㔛㕰㝔懙䍮摆㜿䃽㻐 What Leon Lai can teach us about a crisis.

灝㞝⬑⃤㛨㡘㎠↠㍘⶜⋻杫─㯮

2 M A RK ET I N G H O N G K O N G J UNE 201 6

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Brieﬁng

EXCITEMENT BUILDS FOR OLYMPICS

What’s on? Marketing Events Awards 2016 – North Asia What: Marketing Events Awards recognises and honours the very best of Asia’s event marketing, management and planning industry. Where: The Mira Hong Kong When: 21 July 2016 Spark Awards 2016 What: The Spark Awards are back to celebrate Hong Kong’s top media companies and the work across the ﬁelds of content, client engagement, new media and programming initiatives. Where: The Mira Hong Kong When: 10 August 2016

“ We

Excitement about the Rio Games is running high, according to a Facebook-commissioned survey by GfK, with 72% of people surveyed globally enthusiastic about the upcoming Games. 慝㔴捛亓⫶懚㢒䠓㶲㶪㊗強䍀䉗虇㧈㙩Facebook⭣ 宦GfK懁姛䠓ᾏ榔屎㥴槾䫉虇72虀╦容冔䍀⎖㢮ㄔ⫶

Several pro-democracy parties gathered outside the Lancôme store in Times Square, Causeway Bay on 8 June in protest of the company’s decision to cancel a concert featuring pro-democracy singer Denise Ho. ⪩↚㚾㒐㶠Ὴ⢧汣㝋6㢗8㝴⢷Lancôme⃜㝋搔昋䇲㟑⁲ひ⧃䠓朏〦⪥桕㢒虇㐦峿♐䏛╥㼗嬹㶠Ὴ䱚⧃ 㳛㏚⃤榊寸㢘₌╒厖䠓概㮑㢒Ҹ

4 M A R K ET I N G H O N G K O N G J UNE 201 6

Winkie Wong Senior director of brand marketing, luxury and lifestyle brands, Asia Paciﬁc Marriott International

First job? A barista in a local cafe in Brisbane (Australia) during my university days. I was amazed at how a good cup of coffee can really brighten someone’s morning and kick-start the day. That is also how I fell in love with a ﬂat white.

懚㢒䠓ℕ卷Ҹ

Who is enthusiastic about the Games? 尿㢏䍀⎖㢮ㄔ⫶懚㢒虚

76% 68% Male䛆ㆶ

Female⬂ㆶ

Men and women see the event differently. 䛆⬂⶜⫶懚㢒㒐ᾜ▛䢚㹤處

are all Denise 1.5X 1.2X Ho.” Ӂ㎠↠抌㞾 !⃤榊寸Ҹӂ

60 seconds with

Men: 1.5 times more likely than women to say the Games are about “ﬁerce rivalries” over “friendly competition”.

Women: 1.2 times more likely than men to say the Games are about “friendly competition” over “ﬁerce rivalries”.

尜䉉⫶懚㢒⢷㝋Ӂ䅏䉗䲅䎼ӂ⪩㝋Ӂ╚⬌䲅䎼ӂ䠓䛆ㆶ㵣⬂ㆶ⪩⎉ 1.5↜Ҹ

尜䉉⫶懚㢒⢷㝋Ӂ╚ ⬌䲅䎼ӂ⪩㝋Ӂ䅏䉗䲅䎼ӂ䠓⬂ㆶ㵣䛆ㆶ⪩⎉ 1.2↜Ҹ

While football is the favourite event globally, preferences vary by region and by country. ⊧䴰彂䖒㞾⋷䖒㢏╦㳰慝䠓庌 ‚虇⃕✫⬌⡯⢿ Ⓩ╙⢚ⵅ军䛿Ҹ

North America ⒦儝處

Gymnastics

How did you get into the industry? I started in the advertising agency industry and had the chance to work with clients across industries from banking to insurance to hospitality. Hospitality has always been my favourite and when the time was right to venture into brand marketing, it was a natural transition for me. Also thanks to my client at the time who has become my boss, mentor and good friend. Perks of your current job? Being able to travel and see different cities around the world. I love visiting our hotels and seeing our teams go above and beyond to host our guests. After a long day of meetings, the best part is being able to explore the city and try a new bar or restaurant. What’s the most challenging part of your job? Multi-tasking! Managing several luxury and lifestyle brands in my role means I have to wear different brand hats in a day, so clarity of each strategy becomes critical.

ᯧዯᐡጤᓆ៦ᅞ⪶ⴇ䚮㼾㟑⢷虃䅂㻁虄⾒捛㜾㢻䠓ᾏ ⵅ㢻⢿☥⛰〦䜅㢜⑨䚮Ҹ⶜㝋ᾏ㣾⊹䭏䠓☥⛰⬑⃤ ⁳⁉乍䫭⫤⫤⢿慝㔴㜿ᾏ⪸虇㎠孉⎿ㄗ䫭⫖虇㎠‵⡯ 㳳㊪ᾙ䠌☥⛰Ҹ ᑙᒺዹᒭᅞ㎠㢏⎬㐤怺ひ◙⁲䖕姛㫼虇᾵㢘㯮㢒厖搏姛ҷⅬ根╙拡〦䳘ᾜ▛姛㫼䠓ⴱ⁉▗⃫Ҹ拡〦姛㫼ᾏ 䢃㞾㎠䠓䖕㊂分㫼虇⎿㟑㯮㎟䌮虇㎠榕䖕㎟䱯從彂♐ 䏛㔷ひ姛⎦Ҹ㳳⪥虇‵嬐㊮岬㎠䜅㟑䠓ⴱ㏅虇‵│㎠䖍㟑䠓冐杕ҷ⶝⾺╙⬌㢚╚Ҹ

Australia 䅂㻁處

Swimming Latin America and Asia Paciﬁc 㑘ᾐ儝㻁 ╙‭⪹⢿Ⓩ處

Football Europe 㳟㻁處

Track and field

ᯀᐞጤᓆ᲌ᑗᛵᑊ፵៦ᅞ劌⪯⎿埤㝔姛虇懙㴆ᾥ䛛▓ ⢿䠓ᾜ▛⥝⾑Ҹ㎠✫㳰⎿容㎠↠䠓拡〦虇䢚䢚㎠↠䠓 ⢧栙⬑⃤䡰ㅒ䡰␪╊㔴ㄔⴱ⁉Ҹ伢懝ᾏ⪸䂺朆䠓㢒峿虇㢏⬌ⷀ㞾懙孌ᾏᾚ⥝⾑虇➦寵㜿䠓拡▶㎥檟もҸ ᯀᐞጤᓆᛵ᲌ጙ៛⍓៦ᠻ↚ᅞ▛㟑埤䖕ᾜ▛䠓₊⑨蘼㎠帯帻䴰䖕⪩↚汧亩╙䚮㻊♐䏛虇㊞☂嗦㎠ᾏ⪸嬐䉉ᾜ▛♐䏛㕟K㢜⑨虇⡯㳳ㅔ榗⎕㾔㫩㵞榔䳥䛴虇 ᾜ劌㾆㽕Ҹ

Source: GfK ℕ䀟處GfK

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人物專訪

PROFILE

MASTERING THE BUSINESS OF

掌握市場推廣竅門

MARKETING There is no such thing as cracking marketing goals without meeting business objectives, says MasterCard’s Deborah Goldingham in a conversation with Rayana Pandey. 萬事達卡市務總監Deborah Goldingham接受Rayana Pandey訪問時表示虇無法達成商業目標虇便談不上實現市場推廣目標Ҹ

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人物專訪

PROFILE

A day before her 21st birthday, while waiting at the airport to head home, Deborah Goldingham spots a job ad at American Express. A week later, she starts her first fulltime corporate job as product manager at AMEX. And since then, the current head of marketing for Southeast Asia at MasterCard has not looked back. At AMEX, she was looking after the corporate card marketing, and after few years of doing so, dipped her toes into merchant marketing, working with strategic merchant partners to try and get card usage up. It was in 1996 when she got a call from Visa to join as an account manager. Three years after that she took on the role of country manager. It was also a year before the Olympics which Visa was sponsoring. Being the youngest

8 M A R K ET I N G H O N G K O N G J UNE 201 6

country manager for Visa at the time was a fantastic learning curve for her as she went all the way from being an account manager to driving complete country responsibility of the P&L. It was a little over three years in the role when Goldingham was offered a role at MasterCard – a company she has now been with for 13 years. She took on the Southeast Asia role six years ago and has since been looking after the entire spectrum of marketing for the region. Having worked across all the top brands in the payments industry, she has witnessed the transformation first-hand. A prominent leader in this space, she believes the industry has come a long way. Back in the day when she started, it was all about building physical acceptance at scale and issuing plastic cards. Today it’s about driving commerce with electronic

21ủ᏷፶᝟ዯ፞ᅗDeborah Goldinghamᑋ⍶Ჵ 䳘↨䠊㯮⡭ⵅ憣ᾼ虇䢚⎿儝⢚懚憩ᾏ⏖㑪凧ひ◙Ҹᾏ 㞮㢮ㄛ虇⬈朚⭚⁉䚮䲻ᾏ₌⋷分⽴⃫虇㎟䉉儝⢚懚憩䠓䚱♐伢䖕Ҹ ㄭ戲㟑弆虇憨⃜䖍₊喻‚懣⓰㤀ⓦ‭Ⓩ⾑⑨俌䡲ⅎᾏ䢃⑖ㄏ䢃⏜Ҹ ⢷ 儝⢚懚憩₊分㢮朢虇⬈帯帻ₐ 㫼ⅰ䚷⓰⾑ ⧃㔷ひ㫼⑨Ҹ」〃Ὶㄛ虇⬈朚⭚㼘彂⛕㏅䍮摆㫼 ⑨虇厖䳥䛴⛕㏅▗⃫⪴⃃⌀▛▗⃫㕟汧ⅰ䚷⓰䠓㍘䚷Ҹ 1996〃虇⬈㛅⎿ Visa䠓戏屚虇␯䡮㎟䉉ⴱ㏅伢䖕Ҹᾘ〃ㄛ虇⬈ᾙ₊⋷⢚俌伢䖕ᾏ分Ҹ 憨΅㞾Visa㎟䉉⫶懚㢒庙␸⛕䠓⏜ᾏ〃Ҹㄭᾏ ▜ⴱ㏅伢䖕虇怜ⓖ㎟䉉䜅㟑 Visa㢏〃悤䠓⋷⢚俌伢䖕虇⋷㲙㔛䴰⋻▇䠓⋷⢚㖜䡙姷虇㳲㞾⬈ⴇ兡㎟朆䠓捜嬐捛䮚䨠Ҹ ᾘ〃⪩Ὶㄛ虇Goldingham 䔁戏 ␯䡮喻 ‚ 懣 ⓰虇厂⁙⾁㛗␪13 〃Ὶ῔Ҹ⬈⋼〃⏜㔴₊㤀ⓦ‭⢿ Ⓩ䠓分 ⑨虇卹㳳ᾏ䢃帯帻封⢿Ⓩ䠓ᾏ⎖⾑⧃㔷ひ㫼⑨Ҹ 㢍厖㚾⁧姛㫼䠓㏏㢘榑亩♐䏛▗⃫虇⬈嬹怺嬚峘姛㫼䠓惘⤚Ҹ⃫䉉憨↚榧⥮䠓⊹䭏榧娥虇⬈尜䉉姛㫼⾁伢㴆ᾜⶠ棸㜿Ҹ ⡭㊂⬈⏪⋴姛䠓㟑↨虇㫼䛛⶗㹷㝋ら䱚⪶嬞㮰䠓㍘䚷╙䠋姛⧠匯ⅰ䚷⓰Ҹ⎿⁙㟑⁙㝴虇㫼䛛厃␪㔷 ⑤㜿厗╙䠋懣伢䅮汣厖⛕ⵅ憞懝㜇䩋⒥梊ⳟ㚾⁧亊伀懁姛⛕⑨″㞢Ҹ

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人物專訪

PROFILE

“P PAYM MEN NTS S IS S ONE OF TH HE EXC CITING G IND DUS STRIES S TO BE E IN N. NOT T ONLY Y DOE ES IT T PLAY Y OUT AC CRO OSS S EVER RY CONS SUM MER R CA ATEGO ORY Y – BE IT T FMCG G OR R TRA AVEL OR RET TAIL L .” Ӂ支付行業是令令人振振奮的行業之之一Ҹ無無論是快速消費品ҷ 還是旅遊或零零售Ҹӂ

payments leading with digital across emerging and developed economies and merchant segments. “Payments is one of the exciting industries to be in. Not only does it play out across every consumer category – be it FMCG or travel or retail – it plays a major role in driving commerce across geographies and industries, from large to small-scale businesses and from nascent and emerging market segments to mature markets,” she says. But what helped lay a foundation for her career in marketing were two things. First, the skills she picked up while helping her dad with his retail store in Auckland. It was her first experience in assessing buyer behaviour and converting visitors into shoppers. “It was where I first learnt to understand the need of the consumer and turning a visit into a transaction. That has never left me,” she says. The other and the most critical factor was her exposure to managing P&Ls at Visa, one that taught her an important lesson. “You [as a marketer] can either be a cost centre or a revenue centre, and you can choose what you want to be,” she says.

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Her belief? For marketers to succeed, business objectives have to come first and the marketing/comms objective second. The relevance of business P&L in marketing is way more than what it used to be when she first started. “You can sell whatever you want, but unless it’s driving the P&L or driving the numbers, and benefiting the business in the long term, it does not matter,” she says. And in her role, she has to drive two P&Ls, or that’s how she sees it – one for MasterCard, a brand that does not see itself as a card issuer, but a technology company that facilitates secure transactions between merchants, banks and cardholders, and the other for its partners. While MasterCard doesn’t own direct relationships with customers, it invests heavily in insights into customer behaviour to support two of its most important stakeholders – issuers or the banks, and the merchants. Its approach across the region is to bring deep consumer insights to both issuers and merchant partners to align and add value to their priorities and strategies in the markets. When working with issuers, it partners with them to deliver new programmes, products

⬈尹處Ӂ㚾⁧姛㫼㞾⁳⁉㒾⫽䠓姛㫼ῚᾏҸ䊰履㞾ㅺ憮㼗幊♐ҷ戓㞾㝔懙㎥梅⚽虇ⴒ㼘╙㵞ᾏ槭㼗幊冔㫼⑨虇᾵⶜㝋㔷⑤ᾜ▛⢿Ⓩҷᾜ▛姛㫼䠓ᾜ▛嬞㮰 ₐ㫼ҷ㜿厗⾑⧃⁴厂㎟䌮⾑⧃䠋ⷤ梊ⳟ⛕⑨㝈棱‵ 䠋㕽捜嬐䠓⃫䚷Ҹӂ ⃕⬈䠓⾑⧃㔷ひ分㫼䚮㼾ら⦉㝋⋸⪶⦉䪝Ҹ欥 ⋗㞾⬈⢷⫶⋚垼⿺⬈䠓䏇䏇㏢䖕梅⚽〦㟑㏏ⴇ⎿䠓㐏劌虇戲㞾⬈欥㲰汣毦⎿寤₿㼗幊冔姛䉉虇⁴╙⁳╒ 孏冔崙㎟㼗幊冔Ҹ ⬈尹處Ӂ戲㞾㎠䲻ᾏ㲰ⴇ㢒―孲㼗幊冔䠓梏㷑虇䋅ㄛ⁳╒孏冔㼗幊Ҹ憨⁳㎠仑怺╦䚷Ҹӂ 军╵ᾏ↚΅㞾㢏捜嬐䠓⡯亯虇㞾⬈⢷Visa₊分䠓㟑↨㢘㯮㢒㔴宇⎿㖜䡙姷䴰䖕㫼⑨虇⁳⬈╦䡙Ⓓ㾉Ҹ ⬈尹處Ӂ⃯虃⃫䉉ᾏ⃜⾑⧃㔷ひ⁉♰虄嬐ᾜ⁴㎟㢻䉉⋗虇嬐ᾜ⁴㛅⋴䉉⋗虇⃯╾⁴㒘卹⾀䠓㊞槧戇㙖Ҹӂ ⬈䠓ⅰㆄ虚⶜㝋ᾏ⃜㎟␮䠓⾑⧃㔷ひ⁉♰ℕ 尹虇⛕㫼䡽㮨ㅔ榗㞾欥嬐䠓冒㋽虇䋅ㄛ㏜⎿⾑⧃㔷ひ ╙≂宙䡽㮨Ҹ 䖍㟑㫼⑨㖜䡙⶜⾑⧃㔷ひ䠓捜嬐ㆶ虇懯弔懝⬈ ⏪⋴姛䠓㟑↨Ҹ⬈尹處Ӂ⃯╾⁴㔷摆₊⃤㤀嬎虇⃕ㅔ 榗嬐㢘␸㕟ⓖₐ㫼䡗⎸㎥㛅⋴虇╹嬐䉉ₐ㫼⿅ℕ朆懯䠓⎸䡙虇戲ⷀ㸡㢘⛞槛Ҹӂ ⬈䠓分帻㞾䴰䖕⋸榔㫼⑨䠓㖜䡙虇⌅ᾼῚᾏ㞾喻‚懣⓰Ҹ喻‚懣⓰䠓⴩⃜᾵棭ᾏⵅ䠋⓰㯮㭚虇军㞾 ᾏⵅ⿺␸⛕㏅ҷ搏姛╙㒐⓰⁉厖⌅⁥▗⃫⪴⃃ⴘ⋷ ″㞢䠓㐏姢⋻▇Ҹ

JU NE 2 016 MARK E TING HON G KON G 9

人物專訪

PROFILE

and services from both a lifestyle and relationship POV with their customers. In working with merchant partners, it develops programmes that align its insights to consumers who travel, shop, dine, play and desire unique experiences as well as integrating platforms and products that deliver a superior cardholder experience whenever and wherever they pay. “And so we need to look and consider both of those at the same time. If our programmes don’t help them with their business objectives, then it’s pretty much of no use,” she says. Therefore, the starting point for her is to look at the profile of the issuer in the market it is operating in, understand what its focus is and suggest customised solutions. And that, Goldingham and her team does for partners across Southeast Asia. Within the region, Thailand provides an opportunity for the brand to develop awareness among affluent consumers who love to experience life and travel to places where experiences matter. MasterCard launched Priceless Thailand as part of its global Priceless Cities programme and is focused on partnering with the best there is in Thailand to provide exclusive access to experiences and offers for cardholders to enjoy those truly memorable moments. “We believe that by providing priceless experiences for these consumers in Thailand, we will be their preferred brand every day, everywhere.” Looking at Malaysia, it provides a great opportunity for MasterCard to engage with mass affluent consumers to drive everyday spend across core categories and create preference against cash. It does so by delivering engaging content and relevant offers and experiences targeting consumers when and where they need them throughout their daily lives. Indonesia represents a huge opportunity for the company to move cash transactions to electronic payments both online and at the point of sale. And all of that sits well with MasterCard’s overall vision which is to become a “force for good” in a world beyond cash. “By being locally relevant and combining a compelling reason to use electronic payments versus cash, we can build a brand through content that engages consumers and delivers financial security and integrity in the system,” she says. But is it not a challenge to manage issuer marketing, merchant marketing, brand as well

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“Y YOU U [AS A MARKE ETER] CAN EIT THE ER BE A CO OST CENTR RE OR A REV VEN NUE CENTR RE, AND YO OU CAN CHOOSE WHAT YO OU WAN NT TO BE.””

Ӂ你虃作作為一位市場推廣人員虄要要不以成本為先虇要不以收入為先虇你你可以按自己的意願選擇Ҹӂ

as PR for a region as diverse as Southeast Asia? According to Goldingham, it is more a motivation than a challenge. “You can be having a discussion with a bank in Myanmar or Cambodia or Singapore at the same time. They are fundamentally different and at different stages of growth, but they’re all trying to do one thing – trying to understand how to deliver something new to their consumer. It is fascinating.” This is the sort of customer-centricity that will help marketing drive value for the business. Her golden rule is to never lose sight of the consumer. “For marketers, it is important to literally immerse yourself in data and constantly ask questions about the data. Keep measuring what you’re doing and prove that it’s being measured,” she says. Marketers don’t need to be geeks, but need to know the art of asking the right questions. “Work with the business and understand how things tick. Open the hood of everything you’re dealing with and don’t just take things at face value. Really question every part of the business and think where you can actually add value, because what you need to know is not always on the surface,” she says.

桥䋅喻‚懣⓰᾵棭䢃㔴㔴宇ⴱ㏅虇⃕封⋻▇厃 ␪䦣䰅㼗幊冔姛䉉虇⁴ⓣ␸⌅⋸⪶㢏捜嬐䠓⎸䡙䢇杫冔͑͑䠋姛⛕㎥搏姛虇⁴╙䍮⛕冔Ҹ 喻‚懣⓰䉉⢿Ⓩ䠋姛⛕╙⛕㏅▗⃫⪴⃃㕟K㾀 ⋴䠓㼗幊冔㺭⵮虇⁴拜▗⁥↠䠓⾑⧃梏㷑虇᾵䉉⌅ ⾑⧃䡽㮨╙䳥䛴⨭⇋Ҹ厖䠋姛⛕▗⃫䠓㟑↨虇封⋻▇ 㢒冒㋽䠋姛⛕ⴱ㏅䠓䚮㻊兡㋲虇⁴╙桨㝈䠓杫⅑虇厖䠋姛⛕▗⃫㏢憯㜿䠓宗␒ҷ䚱♐╙㢜⑨Ҹ 厖⛕ⵅ▗⃫⪴⃃▗⃫䠓㟑↨虇㢒㧈㙩⌅⶜㼗幊冔㝔懙ҷ庋䏸ҷ䚷檟ҷ⮪㮑╙㿃㢪䓷䐈汣毦㝈棱䠓㺭㈘宼宗㝈㧗虇᾵仟▗▓。╿╙䚱♐㢜⑨样㟑样⢿䉉㒐⓰⁉㕟Kⓢ弙䠓㚾⁧汣毦Ҹ ⬈尹處Ӂ⡯㳳㎠↠梏嬐▛㟑冒㋽憨⋸㝈棱虇⬑ 㤫㎠↠䠓㝈㧗ᾜ劌⿺␸⁥↠⵵䖍⛕㫼䡽㮨虇戲ⷀ㸡㢘䚷Ҹӂ ⡯㳳虇⬈䠓⎉䠋灭㞾䦣䰅䠋姛⛕⢷䡽㮨⾑⧃䠓伢䍮剛㟾虇―孲⌅㫼⑨捜灭虇᾵㕟K〵怺宑憯䠓孲㸉㝈㧗Ҹ憨㳲㞾 Goldingham厖⬈䠓⢧栙䉉㤀ⓦ‭⢿ Ⓩ䠓▗⃫⪴⃃㏏㕟K䠓㢜⑨Ҹ ⢷㤀ⓦ‭⢿Ⓩᾼ虇㹿⢚㞾捜嬥汣毦䠓⾑⧃虇㢘␸ ♐䏛◇イ憌㷑䚮㻊╙㝔懙汣毦䠓ⵛ婤㼗幊冔Ҹ 喻‚懣⓰㔷⎉Ӂ䊰⊈㹿⢚ӂ㻊⑤⃫䉉⌅Ӂ㮑懙⋷ 䖒䊰⢚䛛ӂ宗␒䠓ᾏ扷⎕虇厖㹿⢚⪩ⵅ㢏⎉吁䠓㯮㭚▗⃫虇䉉㒐⓰⁉㕟K䓷ⵅ䠓汣毦╙㢜⑨虇›╦⁳⁉ 桲ㅧ䠓㟑⏊Ҹ Ӂ㎠ ↠ 䢇 ⅰ虇憩懝䉉憨 ‪ 㼗幊冔㕟 K 䊰 ⊈ 䠓㹿 ⢚ 汣毦虇㎠ ↠ ⶖ ㎟䉉 ⁥ ↠ 样㟑样 ⢿ 䠓欥戇 ♐䏛Ҹӂ 欻ℕ嬎‭䉉喻‚懣⓰㔴宇ⵛ婤㼗幊冔㕟Kᾙℂ 䠓㯮懖虇憞懝䉉㼗幊冔㕟K䲵▗⌅㝴⿇䚮㻊梏㷑䠓㢘弲⋶ⵈ╙䢇杫⊹㉯厖汣毦虇㢘␸㕟汧㧇ㅒ㫼⑨䠓㼗幊槜虇᾵㕟ⓖⅰ䚷⓰ℎ䚷䔖Ҹ ⓿ⷋ㞾ₐ㫼ⶖ䖍捠″㞢惘崙䉉佁ᾙ╙梅⚽灭梊 ⳟ㚾⁧䠓捜嬐⾑⧃虇憨㳲⬌䲵▗喻‚懣⓰⢷捠撱ᾥ 䛛ᾼ歡⑤梊ⳟ帷⿲ℎ䚷捞䠓槧㟾Ҹ ⬈尹處Ӂ慝▗㢻⢿梏㷑虇᾵尹㢜⪶ⵅ䛀ℎ䚷䖍捠惘䚷梊ⳟ㚾⁧虇㎠↠╾憞懝■㼗幊冔㕟K⌆◇イ␪ 䠓⋶ⵈℕら䱚♐䏛虇᾵㕟K╾棯军ⴘ⋷䠓捠夜″㞢亊伀Ҹӂ 䋅军虇⢷㤀ⓦ‭憨↚⪩⋒⒥䠓⢿Ⓩ䴰䖕䠋姛⛕ 䍮摆ҷ⛕㏅䍮摆ҷ♐䏛ら宼ҷ⁴╙⋻杫㫼⑨㢘㸡㢘桲〵虚㙩Goldingham姷䫉虇⛮䠋⪩㝋㒠㎿Ҹ Ӂ⃯╾⁴▛㟑厖佻䛇ҷ㥻⥣⵷㎥㜿␯⣰䠓搏姛懁姛⛕ 宝虇ⴒ↠䠓㢻幹ᾜ▛虇军ᾣ 埤㝋ᾜ▛䠓䠋 ⷤ栝㵄虇⃕ⴒ↠抌厃 ␪⇩ᾏ₅ ‚虇ⷀ 㞾寵⢥― 孲⬑⃤劌䉉⌅㼗幊冔⿅ℕ㜿䠓‚䏸虇憨⵵⢷⁳⁉ 炢厭Ҹӂ 憨䮽⁴ⴱ䉉㢻䠓乍䫭虇㢘␸⾑⧃㔷ひ㕟ⓖ㫼⑨ 䠓⊈⇋Ҹ⬈䠓⴦㝷㞾令ᾜㆌ嬥㼗幊冔Ҹ⬈尹處Ӂ⶜⾑ ⧃㔷ひ⁉♰ℕ尹虇㢏捜嬐䠓㞾嬹怺㐤⋴㜇㙩Ὶᾼ虇 ᾵ᾜ㝆寱⛞㢘杫㜇㙩䠓⛞槛Ҹᾜ㝆㾻捞⃯䠓㫼⑨㎟㛗虇᾵峘㞝⌅㎟㛗䩉⵵伢懝㾻捞Ҹӂ ⾑⧃㔷ひ⁉♰䊰榗㎟䉉㜇㙩懣⁉虇⃕嬐㔛㕰㕟 ⎉㳲䩉⛞槛䠓㐏⽶Ҹ ⬈尹處Ӂ尜峧㫼⑨虇᾵―孲㳲䩉䠓⇩㹤Ҹ㾀⋴㔱宝㏏棱⶜䠓ᾏ⎖㫼⑨虇ᾜ嬐╹䢚姷棱Ҹ尜䢮㰱宝㫼 ⑨㵞ᾏ扷⎕虇᾵ㆬ冒⬑⃤劌⪯䢮㳲㕟ⓖ⌅⊈⇋虇⡯䉉㢘ㄔ㛈懁䠓⢿㝈᾵ᾜᾏ⴩槾军㞢嬚Ҹӂ

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CASE STUDY SPECIAL 2016

Lighthouse Events, the events management division of Lighthouse Independent Media, has been bringing Lighthouse’s conferences, awards shows and internal meetings to life since 2006 - over 40 events annually in multiple formats through numerous markets across Asia. Staffed by a team of experienced and dedicated event professionals, Lighthouse Events is commited to understanding and delivering its clients’ strategic objectives. Lighthouse Events has the expertise and experience to conceptualise and manage any customised event, making sure its clients’goals are met on every occasion. Call us if you need a partner for:• Venue Sourcing • Destination Management • Event Conceptualization • Supplier Management

• Registration Services • Branding & Graphic Design • Event Production/Logistics Support

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F E BR UA R Y 20 1 6 M A R KE T ING HON G KON G 25

觀點

OPINION

Mark Masterson Executive creative director Jack Morton Worldwide China

HOT: Beyoncé’s new album Lemonade Within the span of a week, we’ve been confronted with unexpected and un-promoted albums from Beyoncé. All were dropped via social media, and in one case HBO, to embrace the idea that scarcity can breed desire, coming from being the ﬁrst to discover them in the Twitterverse. For the moment, some of the world’s biggest artists have done something groundbreaking in a world where talent is constantly tested by the ﬂeeting moments, which now, make now seem an eternity.

⟰;!Beyoncỉ᫵␄ᆃLemonadeᆄ ⢷⁂䊰榟⋕Ὶᾚ虇Beyoncéᾏ◷⋶䰐嬁㔷⎉㜿⶗悾Ҹ㼗ㇾ⋷ℕ卹䫍″Ⱑ汣虇⁴╙ HBO㘼⎉䠓ᾏ㵄榟◙䏖Ҹ㏏岑䏸⁴僤䉉幃虇⁉⁉抌䎼䢇⢷Twitter䠋㔧䲻ᾏ㏚㼗ㇾҸ⢷䖍⁙䤻ㇾ喻崙䠓ᾥ䛛虇ᾏ‪墩刁⢚株䠓㞝㞮⾁⃫⎉䰐䧃虇ⶖ䥼㠺ᾏ⏊㎟䉉㷇㇕伢⌇Ҹ

Mohan Prabhakar Creative director TBWA\Singapore

AD WATCH 廣告點評

NOT: Donald Trump presidential campaign Donald Trump’s live events have possibly been some of the most impactful in our lifetime and they have done what countless car, beverage and other companies have only dreamed about. Love the product, hate the product or just simply confused, it’s hard to argue that it’s been a tiny spend compared with the global reach. If there’s anything close to a live snuff ﬁlm in politics, this is deﬁnitely it – and it is brilliant!

⇜;ᧁᦃᴓⓘᯱ⛅␋ឝṞ 䐈㢦㟽䠓䖍⧃䲅戇ⴲ≂㻊⑤虇΅寀㞾㎠↠⁉䚮ᾼ嬚懝㢏⌆㄀榎␪䠓㻊⑤虇憨⧃ 䲅戇ⴲ≂⵵䖍―䊰㜇㸌恙ҷ檁㜨╙⌅⁥ₐ㫼⪱ⵟ⁴㷑䠓⩾厘Ҹ䊰履⃯㞾✫㳰厖 ▵ҷ㐠㎥㊮⎿䜠㉠ᾜ孲虇憨⧃䲅戇㳲㳲⿅ℕ䊰懯ウⷕ䠓ⴲ≂㛗㤫Ҹ⬑㛎㹊ᾼ㢘 ⵵⨒姛⎠梊㄀虇戲令⶜㞾憨⧃䲅戇▶蘼

WEB WATCH 網絡點評

HOT: First on Twitter

NOT: #IGIVEADAYOFF

I loved the simplicity of these ads featuring the actual timelines of news events such as the Bin Laden operation, the Sichuan earthquake and the royal baby. Featuring the original tweets that started each story, the campaign builds the legend of those who saw and reported them ﬁrst. The art direction hits the spot by crafting bespoke timelines constructed from the elements of each story. All in pretty Twitter blue.

This initiative to give domestic helpers a day off is right, but wagging a ﬁnger at mums, it misses the point that this should be about the domestic workers and how their basic rights are routinely trampled upon. If mum has a job to go to, is it surprising the helper knows more? And where’s dad in all of this? Yes, I do believe that parents should spend more quality time with kids, but that’s probably another campaign.

⟰;Twitterᯧዯ፯ᦧᥖ

⇜;!#IGIVEADAYOFF

㎠✫㳰憨䶰䃣䠓ひ◙虇⡯ⴒ㮨䫉㜿凭‚₅䠓㟑〞姷虇ℚ⬑憌㓤㑘䠊姛⑤ҷ㸅⽬⪶⢿ 梖╙䠖ⴳⲿ⋡尤䚮Ҹ惘悘‚₅䠓┮ℕ⾥ⳟℕⷤ朚㛔‚虇憨⏖ひ◙䉉䡽㙙冔╙㗅⋗ ⧀懢冔␯⌤Ҹ憞懝㵞↚㛔‚䓷㢘䠓⋒亯ℕ⏅⴩䠓㟑〞姷虇᾵拜ᾙ䂑‽䠓Twitter坜虇 ⌅嬥孉宼宗ㇿ⎿⬌埤Ҹ

䉉ⵅ〼∼⽴䎼╥ᾏ⪸₠⇖䠓⑤㯮叾⬌虇⃕ひ◙䥪榼┊㒖■ⱌⱌҸ⌅捜灭㍘封㛍⢷ ⵅ∼㢻怺虇ℚ⬑⬈↠㝴⿇䚮㻊⬑⃤╦⎿⏬⏙Ҹ⬑㤫ⱌⱌ梏嬐ᾙ䕼虇ⵅ∼㢃―孲⳸ⳟ 㢘䚩灋⎉⫖虚䏇䏇䠓孡吁╗⢷♹婰虚㎠尜▛ⵅ朆㍘封呀㢃⪩㟑朢柹⃃⳸ⳟ虇⃕⃋ ῝ᾜ㞾憨↚ひ◙䠓Ὴ槛Ҹ

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Joe Tsui CEO of digiology DocumentOnReady Group

TIPS: 10 Qs to ask before going ecommerce Ecommerce is the next game changing channel to invest in, a real revenue channel. Answer these 10 Qs to get some ideas and know-how.

Q2. What should we sell online, DQG ZKDW·V RXU WDUJHW PDUNHW"

Q6. :KDW·V EHVW SUDFWLFH ZKHQ LW FRPHV to designing a transactional website?

Product discrimination if and only if the offline sales had been saturated. Otherwise sell the same products and provide extra value, e.g. doorstep delivery.

Support mobile, benchmark the checkout flow, follow best practices, carry usability tests.

Q3. How can I understand the potential of my online business?

ROI, funnel drop rate, conversation rate, return rate, to name a few.

Check your ROI figures. Check acquisition channel. Check online sales funnel. Put advertising budget on the right channel.

Q8. Do we have digital/ecommerce experts in team? Can we outsource them?

Q4. How do I increase the profitability of our online channel? Similar to offline: up-sale, volume discount, free delivery. Push customer return rate to exceed industry average.

Q1. How can I understand the potential of my online business?

Q5. Which ecommerce platform should we choose?

Start from competitors. Do they do well? SNS always pop about sales enquiry? That’s a good sign. Younger demographics (<40age) is good sign as well.

Software-as-a-service platforms are fast and easy. Custom build are tailored, bespoke and more flexible for customization. Start with Saas if confused.

We plan, design, develop and deliver user-first digital solution which combine craftmanship with innovative thinking for all sectors, from websites, mobile concepts, ecommerce, social media campaigns.

www www.digiology.com.hk

+852 63884309

info@digiology.com.hk

Q7. Which KPIs should our web or marketing teams be using and why?

Partner them if you cannot manage them. Experts support is needed every day to day. Q9. How do we effectively prioritise our ecommerce development roadmap? Prioritise on return. Healthy revenue is the only way towards sustainable channel. Q10. What are the offline tasks we need to handle in an online channel? Stock management, packaging, dispatching, delivery, customer service are the basics.

快拍

SNAPPED

Agency of the Year 2016 DATE: 2 June, 2016 VENUE: InterContinental Hong Kong Agency of the Year kicked off in style at the InterContinental Hong Kong on Thursday 2 June with a packed room of creative, marketing and agency executives. Head to Facebook or check out marketing-interactive.com for more photos from the night.

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快拍

SNAPPED

Foodie Forks Awards 2016 DATE: 30 May, 2016 VENUE: HMV Bar & Restaurant, Causeway Bay 1 The bar was prepped for Foodie’s annual awards show. 2 Best New Bar went to the handsome lads from Foxglove. 3 Sponsors, including Lee Kum Kee, offered tasty treats to the guests.

4 Viet Kitchen took out Best Casual Restaurant in the readers’ choice category.

Moët Ice Impérial pop-up lounge grand opening party DATE: 10 June, 2016 VENUE: Causeway Bay 1 The venue was built like a two-floor deck boat with a jacuzzi ball pool. 2 Celebrity Hilary Tsui enjoys a drink. 3 Tokyo Dandy take their turn as the DJs at the event. 4 Models chilling with some champagne.

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新聞剖析

NEWS ANALYSIS

THINKING OF PROGRAMMATIC? WHAT YOU SHOULD KNOW

新聞剖析

NEWS ANALYSIS

程序化廣告購買不可不知的要訣 Programmatic is being used by more marketers to bring efficiency and efficacy to their advertising efforts. It is predicted that 83% of all display advertising will be purchased programmatically by 2017. 來

多市場推廣人員採用程序化廣告購買來提升其廣告的效率及

成效虇預計到了2017年虇83％的顯示廣告將完全採用程序化購買技術Ҹ

新聞剖析

NEWS ANALYSIS

“As you can imagine (or remember), this process was incredibly manual and time-consuming. Programmatic evolved as a way to make media buying more effective and efficient.” Ӂ⃯╾⁴㊂≞ㄦ⎿)㎥宧ㄦ*虇憨↚懝䮚⋷⁉㏚㙜⃫虇! !䢇䜅幊㟑虇军䮚〞⒥ひ◙庋幆ℎⰡ汣庋幆崙ㄦ㢃棗!! !㻊汧㛗Ҹӂ More than half of the marketers surveyed by the Boston Consulting Group in July 2015 said their understanding of programmatic was very poor, poor or average. While marketers are increasing their adoption of programmatic technology, understanding of exactly what it is and how it works remains unclear. Programmatic is the automation of process and decisions, driven by data and powered through machines. What does programmatic mean in the context of media buying? Recall the days when stocks were traded via phone and fax. Buying advertisements used to happen the same way. As you can imagine (or remember), this process was incredibly manual and timeconsuming. Programmatic evolved as a way to make media buying more effective and efficient. While programmatic isn’t a strategy, it can be used as the key part of an effective digital advertising plan. For instance, programmatic can be used for audience targeting and segmentation and the execution of premium ad buys. Crucially, programmatic doesn’t mean real-time bidding (RTB) or automation although it does encompass both. The RTB protocol is used to employ media buying within programmatic technology, and programmatic does allow you to automate certain functions of technology based media buying. How does programmatic media buying work? • Demand-side platforms (DSPs) connect directly to inventory and are the de facto way in which programmatic buying occurs. Conversely, supply-side platforms (SSPs) work on behalf of media publishers trying to maximise the sale of their inventory. • In the mid-1990s, ad networks emerged as a way to bring together like-minded, affi

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nity based sites in a network model. You no longer had to go to multiple individual publishers; rather, you accessed a group of several publishers. With this model, advertisers could then reach more of the fragmented internet audience through aggregated inventory. From there evolved ad exchanges, a concept pioneered by Right Media (a company bought by Yahoo! in 2007) that allows media buys to be executed in a technology-based way across an exchange. Each individual impression is auctioned in real-time and sold to the highest bidder, removing complexity and consolidating efforts for both advertisers and publishers. Real-time bidding provides efficiencies in both cost and targeting ability by enabling the purchase of display inventory on a per impression and per-user basis through a rapid bidding system. The outcome: the ability to show the right ad to the right customer at the right time for the right price.

Getting started If you’re a marketer who wants to invest in a digital-first way of advertising, adopting technology is imperative. The programmatic adoption curve is happening and there’s no better time than now for your organization to jump in and use the technology. As you consider your approach to programmatic media buying, keep in mind these four key areas that are crucial to informing your decisions. People Ask yourself: “Do you feel you have the right internal or external resources to begin your journey with programmatic?” Programmatic

ᦉ⍙ᛆ጗ ⏰ᾰṇ‼ᚑ 2015 ᑧ 7፸Ḣᒭᛵ⊷៻➭ 䫉虇弔懝ᾏⓙ䠓╦容⾑⧃㔷ひ⁉♰㒖⁥↠⶜䮚〞⒥ ひ◙庋幆䠓尜峧㞾ㄗⶠҷⶠ╙ᾏ去Ҹ⊧䴰㊗ℕ㊗⪩ ⾑⧃㔷ひ⁉♰㔰䚷䮚〞⒥庋幆㐏姢虇⃕⶜⌅㢻幹╙ 懚⃫㮰ゞ㸡㢘㾔㟿㬑ㆄҸ 䮚〞⒥ひ◙庋幆㞾ᾏ↚䛀㜇㙩比 ⑤ҷ⁴㯮⟷ 懚⃫䠓卹⑤⒥ひ◙庋幆懝䮚╙㸉⴩Ҹ䮚〞⒥庋幆 ⶜Ⱑ汣庋幆㢘⃤㄀榎虚⡭㊂懝╊憞懝梊尀╙≂䢮懁姛到䫷″㞢䠓㝴ⳟ虇ひ◙庋幆‵㞾⁴▛㮲㝈ゞ懁姛Ҹ ⃯╾⁴㊂≞ㄦ⎿虃㎥宧ㄦ虄虇憨↚懝䮚⋷⁉㏚㙜 ⃫虇䢇䜅幊㟑虇军䮚〞⒥ひ◙庋幆ℎⰡ汣庋幆崙ㄦ㢃棗㻊汧㛗Ҹ⊧䴰䮚〞⒥ひ◙庋幆᾵棭ᾏ⫦䳥䛴虇 ⃕ⴒ╾⁴㎟䉉ᾏ↚㎟␮䠓㜇䩋ひ◙宗␒䠓ᾏ↚杫攄扷⎕Ҹℚ⬑虇䮚〞⒥ひ◙庋幆╾⁴䚷ℕ攥⴩╙亿 ⎕╦䣍虇⁴╙䚷ℕ庋幆⊹幹ひ◙⃜僽Ҹ 捜嬐䠓㞾虇䮚〞⒥ひ◙庋幆桥䋅⒔㑻│㟑䲅⊈ 虃RTB虄╙卹⑤⒥虇⃕Ὶ朢᾵ᾜ␒ᾙ䳘埮Ҹ│㟑䲅⊈ 㯮⏅懸䚷㝋㔰䚷䮚〞⒥㐏姢䠓Ⱑ汣庋幆虇军䮚〞⒥ 庋幆╾⁴卹⑤懚姛ᾏ‪⁴㐏姢䉉⦉䪝䠓Ⱑ汣庋幆 ␮劌Ҹ ᶗᔫፓ᳂➳┠ḋᑙᒺῒᓆᅞ

•! 梏 ! 㷑㝈。╿虃DSP虄䢃㔴憲㔴⎿ひ◙〺⳧虇憨㳲㞾䮚〞⒥庋幆䠓㍘䚷Ὶ埤Ҹ䢇╜虇K㍘㝈。╿ 虃SSP虄⁲姷Ⱑ汣⎉䏗⛕虇寵⢥䡰捞㕟汧⌅ひ ◙〺⳧䠓⚽⊈Ҹ •! ⢷ ! 1990 〃⁲ᾼ㢮虇ひ◙佁仰⌡弆虇ⶖ▛槭⤚䠓佁䱨㜃▗㎟䉉ᾏ↚佁仰。╿虇ひ◙⛕劌⪯憞懝憨↚。╿ᾏ㲰懝㔴宇⪩↚⎉䏗⛕虇䊰榗⌜⡪埤 ⶚㐍ᾜ▛䠓䓷䱚⎉䏗⛕Ҹ憞懝憨䮽㮰ゞ虇ひ◙ ⛕ⅎ╾憞懝ひ◙〺⳧㜃▗虇㔴宇㢃⪩⎕㛲⢷‡ 凾佁ᾙ䠓╦䣍Ҹ •! ㄛ ! ℕ 憨䂣崙㎟ひ ◙ ″ 㞢。 ╿虇憨 ↚ 㬑 ㆄ 䛀 Right Media虃封⋻▇⢷2007〃娺桔埝㛅庋虄欥␄虇崢Ⱑ汣庋幆劌⪯憞懝⁴㐏姢䉉⦉䪝䠓㝈ゞ⢷″㞢。╿ᾙ懁姛Ҹ㵞㲰✽䓷⓿巰憞懝│㟑䲅⊈㑜干仵㢏汧⎉⊈冔虇䉉ひ◙⛕╙⎉䏗⛕㾪䢐―ㄗ⪩灊䋸╙⽴〞Ҹ •! │ ! 㟑䲅⊈憞懝ㅺ憮㐤㮨亊伀虇⁴㵞㲰⓿巰╙㵞 ↚䚷㏅䉉✽⃜懁姛槾䫉ひ◙〺⳧庋幆虇㢘㛗㕟 ⓖ㎟㢻㛗䡙╙ひ◙捬⶜ㆶ虇崢ひ◙⛕劌⪯⁴▗ 䖕䠓⊈撱⢷懸䜅䠓㟑朢■㳲䩉䠓槶ⴱ槾䫉䢇杫䠓ひ◙Ҹ ዹ᜴។፫ 㢘㊞䠋ⷤ㜇䩋䉉⋗ひ◙㮰ゞ䠓⾑⧃㔷ひ⁉♰虇㔰䚷䭠㐏㞾⑱⢷ㅔ姛Ҹ䮚〞⒥庋幆䠓㍘䚷㝴䡙㟽╙虇⃯ 䠓ₐ㫼㳲⬌㞾㟑↨朚⭚㔰䚷憨䮽㐏姢Ҹ冒㋽㔰䚷䮚〞⒥Ⱑ汣庋幆䠓㟑↨虇嬐余宧⁴ᾚ⡪⪶杫攄㸉 ⴩⡯亯Ҹ ዷ ⛞⛞卹⾀處Ӂ⃯㞾▵⌆∨▗懸䠓⋶扷㎥⪥扷幖䀟ℕ ⵵姛䮚〞⒥庋幆虚ӂ䮚〞⒥庋幆䉉⎉䏗⛕ҷ♐䏛╙ ひ◙⋻▇㕟⎉―⋶⢷䠓⛞槛Ҹ嬐尯⵵棱⶜卹⾀䠓 ₐ 㫼⦉⡯虇⃯㞾 ▵㙐㢘⋶扷㐏姢⁉㏜䠓 DIY ⤚ ₐ

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㫼虇劌⪯ⴛ⋷㔛㕰䮚〞⒥庋幆䠓懚⃫虚 ╗㎥冔⃯㞾▵槧㊞⦈檙⁉㏜虚⃯㞾▵梏嬐 ⪥扷▗ ⃫⪴ ⃃ℕ⵵ 姛╙䴰䖕䮚〞 ⒥ 庋幆虚

raises questions internally across publishers, brands and agencies. Be honest about your company DNA. Are you a DIY-type business with technical minds in-house that can fully execute programmatic buying or are you willing to invest in developing that talent? Will you require an external partner to implement and manage programmatic for you? Data You must understand from whom you can source data, because as you are building programmatic into your digital marketing plan, you should also be crafting a data strategy. Learn all you can about the different types of data and how each might fi t into your marketing efforts. • First-party data is your own data from your site and your customer files. This data tells you about the known visitors to your website and customer base. • Second-party data is another brand’s first-party data. This data can be used to prospect for new customers and re-target current or lapsed ones through finding affinity – and behavioural-based points. Second-party data leads you to customers you don’t yet know. • Third-party data is typically a large volume of data you pay for to access for mediabuying purposes. You layer this data with first-party or second-party data to attain audience reach you can’t quite get on your own. Once you understand the data landscape, you can determine the internal and external resources you need to grow this portion of your programmatic efforts. Channels The path to purchase is now varied and incorporates a range of channels your target customer might use at any given phase of the buying cycle. A consumer might hit the awareness stage on a smartphone, get to consideration on a laptop and purchase via a tablet. Each channel isn’t created equally. You can’t simply employ a strategy for display on a desktop and use the same data profi ling and banners for your other channels. As you employ the next steps in your digital

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marketing strategy, you need to think about which media channels you will combine and how you will use them in different ways. • Consider the consumer experience. For instance, you’ll need to determine how you will reach the consumer who works from a laptop during the day, but comes home and plays on their tablet. • Adapt your messaging to account for these differences in consumption across channels. • Develop a strong attribution model that will prepare you to conquer these crosschannel consumers. Experiment Programmatic and today’s evolving advertising technology now deliver the ability to test everything. You can test across channels, creative units, different audience buckets, targeting techniques and more, and run different strategies against each other to optimise. Consider these points as you develop your testing plan. • Always be testing – either internally or externally. Test creative elements within audience segments and across screens and devices. Using A/B testing will help you determine which creative works best for different channels. • Fully leverage analytics and insights – you can do this through constantly running and re-running campaigns to access untapped data streams, and then cycle and iterate so you understand what worked and didn’t work.

∋⍙ ㅔ榗―孲╾⁴ㄭ⃤䔁╥㜇㙩虇䜅⃯ⶖ䮚〞 ⒥庋幆亜 ⋴ 㜇䩋⾑⧃㔷ひ宗␒䠓㟑 ↨虇ㅔ榗▛㟑⏅⴩ᾏ⫦㜇㙩䳥䛴Ҹ䡰␪― 孲ᾜ▛槭⤚䠓㜇㙩虇⁴╙ᾜ▛槭⤚䠓㜇㙩⬑⃤拜▗⃯䠓⾑⧃㔷ひ䳥䛴Ҹ •!!䲻ᾏ㝈㜇㙩ℕ卹⃯䠓佁䱨╙⃯䠓槶ⴱ 㰣㧗Ҹ憨‪㜇㙩崢⃯―孲⾁䥴䠓佁䱨容ⴱ╙槶ⴱ儳Ҹ •!!䲻‛㝈㜇㙩㞾╵ᾏ↚♐䏛䠓䲻ᾏ㝈㜇㙩Ҹ憨‪㜇㙩╾⁴䚷ℕ䠋㔧㜿槶ⴱ虇 ᾵㒘槶ⴱ姛䉉⶚㐍▛槭⤚䠓ⴱ儳虇坘㳳捜㜿攥⴩䖍㢘╙⾁㻐⫀䠓ⴱ㏅Ҹ䲻 ‛㝈㜇㙩イ⶝⃯䠋䖍㢹䥴䠓ⴱ㏅Ҹ •!!䲻ᾘ㝈㜇㙩憩⿇㞾⁧撱幆⡭ℕ⃫Ⱑ汣庋幆Ὶ䚷䠓⪶嬞㮰㜇㙩Ҹ⃯ⶖ憨‪㜇㙩厖䲻ᾏҷ䲻‛㝈㜇㙩㔡⎦⬌虇⁴㔴宇卹⾀㢹劌凾俺ㄦ⎿䠓╦䣍Ҹ ᾏ㝵䖕孲㜇㙩㟾孏虇ⅎ䥴懢梏嬐䚩灋⋶扷╙⪥ 扷幖䀟ℕ⵵姛䮚〞⒥庋幆Ҹ ᵈ῔ 䖍㟑㢘▓ゞ▓㮲䠓庋䏸憣ㄠ虇䜅ᾼ⒔㑻䡽㮨槶ⴱ⢷ ᾜ▛庋䏸栝㵄㏏ℎ䚷䠓㾯懢Ҹᾏ⃜槶ⴱ╾劌憞懝㠉劌㏚㯮尜峧䚱♐虇ℎ䚷㏚㕟梊勵ℕ㖫桕幖㜨虇㢏ㄛ憞懝。㤎梊勵ℕ庋幆Ҹ 㵞↚㾯懢▓㢘䐈吁虇▛ᾏ⫦䳥䛴ᾜ劌㝱䚷㝋㧛棱梊勵䠓槾䫉ひ◙虇╗ⶖ䢇▛䠓㜇㙩⎕㤟╙㯺槜ひ ◙䚷㝋⌅⁥㾯懢Ҹ䜅⃯懁姛㜇䩋⾑⧃㔷ひ宗␒䠓ᾚ ᾏ㳴㟑虇ㅔ榗冒㋽嬐仟▗♹‪㾯懢虇⁴╙⬑⃤㔰╥ ᾜ▛䠓㍘䚷㝈ゞҸ •! 冒 ! ㋽㼗幊冔汣毦Ҹℚ⬑虇⃯梏嬐㸉⴩⬑⃤㔴宇㝴朢ℎ䚷㏚㕟梊勵⽴⃫虇⡭ⵅㄛℎ䚷卹⾀䠓。㤎梊勵䠓㼗幊冔Ҹ •! ⡯ ! ㍘㼗幊冔ℎ䚷ᾜ▛㾯懢䠓㝈ゞ⽽䛿ℕ屎㜃宙ㇾ⋶ⵈҸ •! ら ! 䱚ᾏ⫦テ⪶䠓㴇⡯㮰⤚虇㢘␸⃯ㄐ㢜憨‪彷㾯懢䠓㼗幊冔Ҹ ⁘➱ 䮚〞⒥庋幆╙䖍㟑ᾜ㝆懁㳴䠓ひ◙㐏姢ℎᾏ⎖⵵毦崙㎟╾劌Ҹ⃯╾⁴㾻寵ᾜ▛䠓㾯懢ҷ␄㊞ҷᾜ▛䠓╦ 䣍ҷ⴩⃜㐏姢䳘虇᾵▛㟑懁姛ᾜ▛䠓䳥䛴ℕ懁姛㵣悒虇⁴㐍⎉㢏ℂ䠓⇩㹤Ҹ⏅⴩㾻寵宗␒㟑⬌⬌冒㋽ ⁴ᾚ⡯亯Ҹ •! ᾜ ! 㝆懁姛⋶扷╙⪥扷㾻寵Ҹ■ᾜ▛䠓╦䣍ҷ⁴ ╙⢷ᾜ▛䠓ⷞ⿤╙宼∨ᾙ㾻寵␄㊞⋒亯虇㔰╥ A 0B㾻寵㢘␸⃯㸉⴩♹ᾏ槭␄㊞㢏懸▗ᾜ▛㾯懢Ҹ •! ⋔ ! ⎕⎸䚷⎕㤟☛㺭㈘Ҹ╾憞懝ᾜ㝆懚姛╙捜㜿懚姛䠓㔷ひ宗␒ℕ㔴宇㜿䠓㜇㙩䀟虇䋅ㄛᾜ㝆 ㄹ䘿╙捜媖虇ⅎ䥴懢♹‪╾姛虇♹‪ᾜ╾姛Ҹ

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SOCIAL CRM: WHERE CUSTOMER ENGAGEMENT MEETS SOCIAL MEDIA 社交客戶關係管理：善用社交媒體聯繫顧客

ᬙ᝟ᅗᑆ∋⍙␅ዹ╞ᙗᙗᏁᑺዯᣥᅗᙰ᎔ឰᐉ፛Ꮮᮿ ⴱ㏅杫⅑䴰䖕㜇㙩ⓐ⎕ⵈ㞢Ҹ⃕怺埤䫍″。╿噻⑒ 䠋ⷤ䠓㟑⁲虇䚷㏅⢷⪩䮽宼∨╙。╿Ὶ朢㿇廿虇ヱ㎟ Ӂ㓘憆坞ӂ⷏棱Ҹ

In the old days, building and managing your CRM was simple as there was usually a single point of data entry. However, in this social platform-booming age, it is becoming a “catch me if you can” situation where users are switching between multiple devices and channels. The evolution of CRM data On one hand, we appreciate how traditionally CRM was built with a state-of-the-art structure allowing clear and distinct relationships to be formed linking up the CRM, BI and ERP systems; on the other hand, it was difficult to

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realise the interactions generated by customers and to provide a holistic view of the marketing plan. Well collected customer data allows for the creation of an extraordinary customer experience. Yet, how can we keep pace with customers who demand tailored experiences when they use their smartphone to research, their tablets to shop, and their laptops to complete transactions? Therefore, in this era, CRM that fails to accommodate “mobile data” is considered incomplete in the digital age we live in.

ហ፮⚆ᝓ⃩ᮿ∋⍙ᛵ₡➦ ㎠↠ᾏ㝈棱㲲幭㥅㭚⋗懁䠓≂伀ⴱ㏅杫⅑䴰䖕㜇㙩虇 ⁳CRMҷBI╙ERP亊伀ら䱚㾔㟿㞝䩉䠓憲俺虖⃕╵ᾏ 㝈棱虇㎠↠桲⁴憞懝憨‪㜇㙩―孲ⴱ㏅䚱䚮䠓‡⑤虇㛔㳳䊰㹤⋷棱孏⵮⾑⧃㔷ひ宗␒䠓㉔㹐Ҹ ⬴✓㛅桕ⴱ㏅㜇㙩㢘␸␄憯棭⍰䠓ⴱ㏅汣毦虇䋅军虇䖍㟑㼗幊冔㢒ℎ䚷㠉劌㏚㯮ℕ懁姛㖫⶚虇ℎ䚷。㤎梊勵庋䏸虇⁴╙ℎ䚷㏚㕟梊勵ⴛ㎟″㞢虇㎠↠⬑⃤ 憌ᾙ⁥↠⶜↚⁉⒥汣毦䠓梏㷑虚⡯㳳虇怺埤䖍⁙㜇䩋㟑⁲虇䊰㹤埤䖕Ӂ㻐⑤㜇㙩ӂ䠓ⴱ㏅杫⅑䴰䖕亊伀㹷 ⴩㢒⫀㛦Ҹ ᛻ᐐ∋⍙៦ጙ∋⍙ ⊧䴰䫍″Ⱑ汣㜇㙩⃋῝㵣ⴱ㏅杫⅑䴰䖕㜇㙩㢃㑌巰虇 ⃕ᾜ劌娺ㆌ嬥Ҹℎ䚷ㄦ⴫䠓尀虇䫍″㜇㙩╾劌㢒⶜䫍 ″ひ◙㔷ひ㻊⑤䠓仟㤫⿅ℕ槾嗦䠓㄀榎Ҹ 佁ᾙ䠋䚮䠓㵞ᾏ↚⑤⃫抌㢒䚱䚮㜇㙩虇㛅桕䫍″ 㜇㙩㢘␸㎠↠㢃⬌⢿―孲䡽㮨╦䣍虇ㄭ军劌⪯懁ᾏ㳴䉉䡽㮨╦䣍㏢憯↚⁉⒥䠓佁ᾙ汣毦Ҹ⃕䜅㏏㢘㜇㙩抌㞾Ⓨ▜虇ⴱ㏅杫⅑䴰䖕㜇㙩㳲⬌⪶㻍䚷⧃Ҹ ⃹ᑁ∋⍙ᛵᢽᢢᙨ ⴱ㏅杫⅑䴰䖕亊伀╙䫍″Ⱑ汣㞾⋸↚㢏⪶䠓䚷㏅

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Social data is big data Though social media data seems less tangible than CRM data, it can’t be overlooked. If used correctly, social data can have significant impact on the results of social ad campaigns. Every action that takes place online generates data. This collected social data helps us better understand our target audiences so we can further create a personalised online experience for targeted individuals. However, all the accessible data is anonymous, and here is where CRM comes into play. The significance of mixing data CRM and social media are the two largest user databases. Although CRM and social media seem irrelevant, they go hand in hand. As powerful as social data can get, over relying on it may run you the risk of being blindsided by only acknowledging one picture. Thus, a smart combination of various data sources will give a more complete image. Social CRM More and more companies acknowledge the benefits of social CRM and desire to integrate social media data with CRM or even other data analytic tools. However, the integration technology is at its beginning, with most of the process still requiring a manual operation. The understanding of CRM and social media data is vital, not only because they are the building blocks of social CRM, but also because if we don’t know how to use this data resourcefully, all we really have are sets of meaningless words and numbers. The scenario Let’s pretend we’re an insurance company, PRIZM (OK, we made that up), of 80 years. From an old-fashioned telephone book, to a floppy disk to the data warehouse to a

CMS system, we have gathered and stored most of the clients’ information, if not all, in the company’s back-end system. But how do we make use of their personal information? How do we even know if they have updated their personal information? Social media investments in the modern age enrich the CRM value. John has been a client of PRIZM since he was three months old. Twenty-eight years later, let’s assume he has grown into a young responsible adult who is planning for his future. Maybe he’s about to get married; maybe he’s having a child. But how do we know? First, we need to match his social media identification with the one in our back-end system through naming analysis algorithms. Then everything else goes from “predictable” to “noticeable.” From John’s activities and interactions on Facebook, we can gather data and get insights of his life stage. If John is only active on social media in the middle of the night, “likes” Facebook pages of “parenting”, “family fun”, joins campaigns of “baby products”, or even posts pictures of his kid(s) on Facebook, then we know it is time to introduce to him the new saving plans for kids and family healthcare plans. Same theory goes with all other industries and customers. We get all sorts of insights from a user’s social behaviour patterns that give us hints on the user’s personal life and their “needs”. Thus we can provide the designated information to the designated group accordingly. In this new era where everyone talks about “personalised marketing”, psychographic data helps us enrich the CRM value to a whole new level. Let’s take a wild guess on what we are able to achieve by increasing the likelihood of a conversion and customer retention when we can bring out the most out of CRM.

㜇㙩〺Ҹ⊧䴰⋸冔䢚⃋㸡㢘杫凾虇⃕‚⵵ᾙ㞾᾵此烙比Ҹ 桥䋅䫍″㜇㙩␮劌テ⪶虇⃕懝〵ℬ棯╾劌㢒⁳ 䡽⋘懝〵凩䊵㝋ᾏ灭Ҹ⡯㳳虇⽶⬨仟▗▓䮽㜇㙩䀟㏜劌㭚ら㢃ⴛ㜃䠓㟾孏Ҹ ᛻ᐐហ፮⚆ᝓ⃩ᮿ ㊗ℕ㊗⪩ₐ㫼㊞峧⎿䫍″ⴱ㏅杫⅑䴰䖕㏏⿅ℕ䠓⬌ 埤虇᾵㿃㢪ⶖ䫍″㜇㙩厖ⴱ㏅杫⅑䴰䖕㜇㙩ҷ䚩厂⌅ ⁥㜇㙩⎕㤟⽴⌆‡䢇仟▗Ҹ䋅军虇桕㎟㐏姢╹㞾⏪⏪ 弆㳴虇⪶扷⎕㻐䮚⁜榗㏚⑤㙜⃫Ҹ 䫍″㜇㙩厖ⴱ㏅杫⅑䴰䖕㜇㙩ᾜ≔㞾䫍″ⴱ ㏅杫⅑䴰䖕䠓捜嬐仓㎟扷⎕虇㎠↠ㅔ榗⋷棱㔛㕰憨 ‪㜇㙩䠓懚䚷虇▵⏖憨╹㞾ᾏ⦕㵺䊰㊞儸䠓㜖⳦╙ 㜇⳦Ҹ ∗⑹ᣥᦆ ⇖宼㎠↠㞾ᾏⵅ㙐㢘80〃㴆▁䠓Ⅼ根⋻▇PRIZM虃 ⬌▶虇㞾㎠↠埪㭚䠓虄Ҹㄭ厙ゞ䠓梊尀䷎ҷ⎿䩐䨮ҷ㜇㙩↘〺ҷ⁴厂ⴱ㏅杫⅑䴰䖕亊伀虇⋻▇䠓ㄛ䱾亊伀⾁㛅桕᾵⋁⳧⪶扷⎕ⴱ㏅䠓宙ㇾ虇⃕⬑⃤㢘㛗懚䚷⌅↚ ⁉宙ㇾ虚㎠↠╗⬑⃤ㄦ䥴⁥↠㞾▵⾁㢃㜿↚⁉幖㜨虚 ✓䚷䖍⁲䫍″Ⱑ汣劌悤㞢㕟ⓖⴱ㏅杫⅑䴰䖕⊈ ⇋Ҹ亓兿卹⎉䚮3↚㢗⪶ᾏ䢃㞾PRIZM䠓ⴱ㏅虇28〃ㄛ虇⇖宼亓兿⾁朆⪶㎟⁉虇᾵㳲嬞␒卹⾀䠓㢹ℕҸ㎥冔⁥ⶖ嬐仟⯩虇╗㎥冔ㅺⶖ㎟䉉䏇䏇Ҹ⃕㎠↠⬑⃤ㄦ䥴憨‪㉔㹐虚欥⋗虇㎠↠梏嬐ⶖ⁥䠓䫍″Ⱑ汣怺₌厖ㄛ䱾亊伀懁姛▜⳦Ⓢ拜虇戲灋ᾏ⎖抌㢒ㄭӁ榟㾻ӂ崙㎟Ӂ⵵峘ӂҸ ㎠↠╾⁴㛅桕亓兿⢷ Facebookᾙ䠓㻊⑤╙‡ ⑤㜇㙩虇ㄭ军―孲⁥䠓⁉䚮栝㵄Ҹ⬑㤫亓兿╹⢷ⓙ⪫ 㻊怜㝋䫍″Ⱑ汣虇᾵⶜Facebook䠓剁⋡╙ⵅ〼㮑⶗ 榐ҷⲿ》⋡䚷♐ひ◙亊⎦ҷ䚩厂⁥⳸ⳟ䠓Facebook 䢇䏖㒘崩虇㎠↠ⅎ䥴懢㞾㟑↨■⁥⁚仈⋡䱴⋁噓╙ⵅ 〼挺䟑Ⅼ⇴宗␒Ҹ ▛㮲䠓䖕履‵╾㍘䚷⌅⁥姛㫼╙槶ⴱ虇憨ᾏ⎖㕟 K厖䚷㏅㢘杫╙䚮㻊㏏梏䠓㕟䫉虇㎠↠⡯㳳╾⁴䢇㍘ ⢿䉉䐈⴩儳仓㕟K䐈⴩䠓幖宙Ҹ 䖍㟑⁉⁉抌⢷屖履Ӂ↚⁉⒥⾑⧃㔷ひӂ虇ㅒ䖕㜇㙩㢘␸㎠↠㕟ⓖⴱ㏅杫⅑䴰䖕䠓⊈⇋厂╵ᾏ㜿㷃。Ҹ ⋔⎕䠋㕽ⴱ㏅杫⅑䴰䖕䠓䃪劌虇⶜㕟汧″㞢槜╙Ⅼ䛨 ⴱ㏅╾⁴⿅ℕ䚩灋㎟㛗虚⪶ⵅ╾㑼䡽⁴ㄔҸ

ABOUT PRIZM Established in 2011, PRIZM is a leading Digital Marketing company in Hong Kong. With a team of experienced digital marketing experts and web developers, PRIZM serves over 100 local and worldwide clients with a full range of digital marketing and advertising solutions. PRIZM specialises in social media strategy planning, social application development, content management, social data analysis, digital media buying and social CRM, which assists clients to navigate in this new era of marketing in order to engage and connect with their target audiences effectively. Clients include key players of FMCG, lifestyle, F&B, travel & hospitality, aviation, banking & finance and B2B industries. ㎟䱚㝋2011虇PRIZM㞾欨㾾ᾏⵅ榧⋗㜇䩋䍮摆⋻▇虇㙐㢘伢毦巟ⵛ䠓㜇䩋䍮摆⶗ⵅ╙佁仰朚䠋⁉♰⢧栙虇䉉懝䠍㢻⢿╙⋷䖒 ⴱ㏅㕟K⋷棱䠓㜇䩋䍮摆╙ひ◙孲㸉㝈㧗ҸPRIZM⶗㹷㝋䫍″Ⱑ汣䳥䛴嬞␒ҷ䫍″㍘䚷䮚ゞ朚䠋ҷ⋶ⵈ䴰䖕ҷ䫍″㜇㙩⎕㤟ҷ 㜇䩋Ⱑ汣庋幆╙䫍″Ⱑ汣ⴱ㏅杫⅑䴰䖕虇⿺␸ⴱ㏅㢃㢘㛗凾俺╙憲㔴䡽㮨╦䣍虇⢷䍮摆㜿㟑⁲ᾼ䉉ⴱ㏅⶝厹Ҹ⌅㢜⑨䠓ⴱ㏅⒔㑻 ℕ卹ㅺ憮㼗幊♐ҷ䚮㻊ҷ檟檁ҷ㝔懙╙拡〦ҷ厹䰉ҷ搏姛╙捠夜ҷ⁴╙B2B姛㫼䠓Ὴ嬐ₐ㫼Ҹ

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WHY BIG DATA MATTERS TO DIGITAL MARKETING 大數據對數碼營銷為何如此重要？ Digital marketing has changed in the past 20 years and now channels such as mobile and social media are commonly used to reach and engage with customers more effectively. Nowadays, digital marketers can scientifically monitor things such as what is being viewed, how often and for how long, sales conversions, what content works and doesn’t work, and much more. However, it’s not enough to just know your customers; you must know them better than anybody else so you can communicate with them where, when and how they are most receptive to your message. A consolidated view of customer preferences and expectations across all channels – web, social media, mobile, direct mail, point-ofsale – is vital. Marketers can use this information to anticipate or create consistent co-ordinated customer experiences that will move customers along in the buying cycle. The analytics checklist below may help you to hear your customers’ voices more clearly and adapt or improve your marketing efforts.

can better break the market down into smaller segments with unique characteristics and offer accurate packages suited to those segments. Predictive marketing analytics can make recommendations on which actions drive the highest customer acceptance. Some of these analysis activities can be automated and also incorporate data sourced from social media, call centre transcripts and web chats. This can also be beneficial in finding sales opportunities such as cross-sell or upsell offers.

Data protection: Customer data is valuable and should be protected by your entire organisation, not just your IT department. Data governance is more effective when everyone is involved in setting and implementing governance policies. Once the policies are in place, solutions such as customer master data management can help streamline data integration so that every department is using the data in a protected way.

Faster customer-facing operations: Data analysis can improve the performance of a company’s customer-facing assets because the results of analysis highlight the reasons behind customer behaviour that may lead to less dissatisfaction or more satisfaction. Eventually, a company is able to gain greater customer insights from operational data and enhance its predictive ability to forecast and meet future demand.

Data exploration: Data keeps a record of organisational activity and performance. Data exploration is an important means of gaining business value from diverse sources, ranging from traditional enterprise data sources to big data to streaming machine data. Better segmentation to create package offers – through data analytics, companies

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Better engagement of diverse customers: Gaining more customers from different markets adds to the complexities of understanding both existing and new customers. Cluing into customers’ preferences is becoming more and more difficult, and yet, it really should be easier. A comprehensive view of what customers expect leads to a new multi touch-point portfolio giving a company the ability to offer more personalised products and customer experiences.

Improving customer experiences: Applying the principles of data handling and analytics in business processes can enrich the quality of customer interaction, and greatly improve customer loyalty and increase sales effectiveness. A good data analytics strategy is adaptable and flexible, helping a company

∋≜⒠⋱ᑋ῜Ꮄ31ᑧጰ╴₡➦ᅗᒚᯀ᥸ᰳ⇚ᛕᭊᏸᛵ 㻐⑤╙䫍㢒Ⱑ汣䳘㾯懢虇厖≂伀䠓㝈ゞ䢇㵣虇劌㢃㢘㛗 ⢿⶚㐍ⴱ䀟╙厖ⴱ㏅‡⑤Ҹ䜅⁙䠓㜇䩋䍮摆⁉♰⾁㍑ㄦ䭠ⴇ⢿㔛㔶㜇㙩虇―孲ⴱ㏅㢍伢⢷佁ᾙ䆞孌♹ᾏ㳍䚱♐㎥㢜⑨ҷ䆞孌䠓槊ⵕ䮚〵ҷ⢷佁䱨憦䛨⪩῔虇΅㢒 ⎕㤟摆⚽⶜尀虇䦣䰅♹䮽䍮摆⋶ⵈ㵣悒㢘㛗䳘䳘Ҹ 䋅军虇✽㞾―孲⃯䠓ⴱ㏅᾵ᾜ彂⪯虇⃯ㅔ榗㵣⌅ ⁥⁉㢃―孲⁥↠虇᾵⁴㢏㢘⎸㝈ゞ䍮摆宙ㇾ≂懭仵 ⴱ㏅Ҹ㛔㳳虇⾑⧃䍮摆⁉♰ㅔ梏劌⋷䡳㔛㕰ⴱ㏅㝋佁仰ҷ䫍″Ⱑ汣ҷ㻐⑤婬僽ҷ梊抄ҷ摆⚽灭䳘ᾜ▛㾯懢䠓✫⬌╙㢮㢪虇㌠坘憨‪幖宙榟㾻㎥␄憯ⴛ㜃☛ᾏ 厃䠓ⴱ㏅伢毦虇坘㳳㔷⑤摆⚽Ҹ ⁴ᾚ䠓㜇㙩⎕㤟㾔✽㎥㢘␸⃯凕刌㾔㫩ⴱ㏅ㅒ 刁虇㛈✓⾑⧃䍮摆⽴⃫處 ᕗᗏᛵ∋⍙ᝉ✬᎔ᝉↁᖓ╊;ⴱ㏅㜇㙩棭⿇䕜幃虇Ⅼ 崆憨‪㜇㙩ᾜ≔㞾JU! 扷朏䠓帻₊虇军㞾㜃↚⢧栙䠓帻₊Ҹ䜅㏏㢘⁉╒厖᾵⵵姛㜇㙩䴰䖕㛎䳥虇㜇㙩䴰䖕 ⶖ㢃䉉㢘㛗Ҹ䜅憨‪㛎䳥嗌⵵ㄛ虇孲㸉㝈㧗⬑ⴱ㏅Ὴ 㜇㙩䴰䖕㢘␸䶰⒥㜇㙩㜃▗虇崢㵞↚扷朏ⴘ⋷⢿ℎ 䚷㜇㙩Ҹ ᕗᐧḢᛵ∋⍙ᬺᨍ;㜇㙩宧撓ₐ㫼▓榔㻊⑤䠓専㉔╙ 㛗䡙虇㜇㙩㔱亱╾ⓣ␸ₐ㫼ㄭᾜ▛㾯懢⒔㑻≂伀ₐ 㫼㜇㙩ℕ䀟ҷ⪶㜇㙩⁴╙῁㻐㯮⟷㜇㙩ᾼㄦ⎿⛕㫼 ⊈⇋虇⶜ₐ㫼䚩䉉捜嬐Ҹ ᕗᑗᛵᏕᲵ᯶ፍ᎔ᲐᱛᕗḄ፬ᛵ፵ᦆ;憞懝㜇㙩⎕ 㤟虇ₐ㫼劌㢃㢘㛗㧈㙩ⴱ㏅䓷㢘䠓䐈ㅄℕ懁姛⾑⧃亿 ⎕虇坘㳳䉉ⴱ㏅㕟K㢃乍䀥ҷ㢃幋ㅒ䠓䍮摆㝈㧗Ҹ榟㾻ㆶ⾑⧃䍮摆⎕㤟劌㕟K⵵䚷䠓ら峿虇崢ₐ㫼劌㢃ㅺ 㐍⎿㢏䉉ⴱ㏅尜╦䠓㝈㧗Ҹ⢷憨‪⎕㤟㝈㧗ᾼ虇ᾜⶠ 㞾卹⑤⒥䠓虇ⴒ↠劌㜃▗ℕ卹䫍″Ⱑ汣ҷ梊尀䍮摆ᾼ ㅒ宧撓╙佁仰凙⪸䳘㜇㙩ℕ䀟虇懁姛″╘摆⚽㎥憌␯ 摆⚽虇⶜䠋㔧⼓㜿摆⚽㯮㢒⪶㢘⿺␸Ҹ Ꭷᬒℚጰᐹ⚎ᓕហ፮ᛵⓨ♄;ᾜ▛⾑⧃䠓ⴱ㏅㊗ℕ㊗ ⪩虇嬐憞ㅈ―孲䖍㢘╙㜿ⴱ㏅ҷ㞝䠌⁥↠䠓✫⬌崙ㄦ㊗ℕ㊗⡿桲虇㍘⶚㷑ᾏ↚㢃䶰㞢䠓愵㹤Ҹⴛ㜃⢿憞嬥 ⴱ㏅䠓㢮㢪╾㢘␸␄憯⎉ᾏ↚桕▗䣍⪩㔴宇灭幖宙䠓⼓㜿ⴱ㏅㰣㧗虇崢ₐ㫼╾䉉ⴱ㏅㕟K㢃↚⁉⒥䠓䚱 ♐⁴╙㢃幋ㅒ╙ⴱ㏅伢毦Ҹ ᕗᑺᥳᮻᛵហ፮᚞᪱⒠ῒ;㜇㙩⎕㤟劌㛈✓ₐ㫼㝋ⴱ ㏅㢜⑨㝈棱䠓姷䖍虇⡯䉉⎕㤟仟㤫ⷤ䫉⎉ⴱ㏅姛䉉剛ㄛ䠓┮⡯虇憨‪┮⡯㢘㯮㢒㄀榎⁥↠⶜㢜⑨䠓䂎㊞〵Ҹ㢏仑虇ₐ㫼劌ㄭ䍮懚㜇㙩ᾼ╥ㄦ⌆⊈⇋䠓幖宙虇 ᾵㢃㢘␸㕟ⓖ㢘␸㍘⶜㢹ℕ梏㷑䠓榟㾻劌␪Ҹ ᕓᶷហ፮὚➱;ₐ㫼㝋⛕㫼懝䮚ᾼ㍘䚷㜇㙩埤䖕╙⎕ 㤟劌㕟汧厖ⴱ㏅䠓‡⑤虇⪶⿔㛈✓ⴱ㏅ㅯ尯〵╙㕟 ⓖ摆⚽㛗䔖Ҹᾏ↚叾⬌䠓㜇㙩⎕㤟䳥䛴㍘⌆∨懸㍘劌␪╙棗㻊ㆶ虇ⓣ␸ₐ㫼峧⎴╙攥⴩ⴱ㏅㏏梏虇᾵⃫ ⎉懸䜅⡭㍘╙⏅⴩宗␒Ҹ 俌扷宼㝋欨㾾䠓欨㧋捛㑘拡〦虇䴰䖕⃜㝋‭⪹ҷ ⒦儝ҷᾼ㤀☛㳟㻁⢿Ⓩ弔懝90ⵅ拡〦☛〵⇖㣠虇欨㧋捛㑘桕⢧㙐㢘ᾘ喻⋺ⓒ⪩朢ⴱ㏎Ҹ卹2010〃⁴ℕ虇⪶

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to identify and pinpoint customer satisfaction triggers and respond or plan appropriately. Hong Kong-based Shangri-La Hotels and Resorts, for example, manages more than 90 hotels and resorts throughout Asia Pacific, North America, the Middle East and Europe, and the Shangri-La Group has more than 38,000 rooms in its inventory. Since 2010, the overall marketing strategy of Shangri-La has been increasingly driven by big data. Shangri-La has been working closely with SAS to consolidate its various customer databases and to help find out more insights for its “Golden Circle” loyalty programme. To reach that goal, it is critical to store,

SAS Hong Kong SAS is a worldwide leader in analytics with a strong presence throughout the Americas, Europe and the Asia-Pacific region. Through innovative analytics, business intelligence and data management software and services, SAS helps customers at more than 80,000 sites make better decisions faster and change the world with analytics. A privately-owned company, SAS has been giving customers around the world THE POWER TO KNOW® since 1976. Operating in Hong Kong since 1984, SAS Hong Kong has consistently provided industry-leading products and solutions across multiple market segments including banking, insurance, government, hospitality, education, retail and telecommunications. SAS Hong Kong is committed to encouraging enterprises to deploy analytics for better business and greater prospects and to nurturing analytics talent in Hong Kong. SAS欨㾾 SAS㞾⋷䖒榧⋗䠓⛕㫼⎕㤟恮₅厖㢜⑨K㍘ ⛕虇㫼⑨懜⃗儝㻁ҷ㳟㻁╙‭⪹⢿ⓏҸ憞懝 ␄㜿䠓⎕㤟ҷ⛕㫼㠉劌ҷ㜇㙩䴰䖕䠓恮₅╙㢜 ⑨虇SAS⿺␸⋷䖒弔懝80,000ⵅ䚷㏅⃫⎉㢃 ㅺҷ㢃䀥䠓㸉䳥虇㛈崙⋷䖒䠓⎕㤟ᾥ䛛Ҹ⃫䉉 ᾏⵅ䭐⁉㙐㢘䠓⋻▇虇SAS卹1976〃⁴ℕᾏ䢃幵‗⋷䖒䚷㏅THE POWER TO KNOW®Ҹ SAS欨㾾卹1984〃弆䍮懚虇ᾏ䢃䉉▓姛㫼㕟K榧⋗㫼䛛䠓彷⾑ ⧃榧⥮䚱♐╙孲㸉㝈 ♐╙孲㸉㝈㧗虇⒔㑻搏姛ҷⅬ 根ҷ㛎〫ҷ拡〦ҷ 㛨剁䛛ҷ梅⚽╙憩宙ҸSAS欨㾾炢⒄ₐ 欨㾾炢⒄ₐ 㫼㍘䚷㜇㙩⎕㤟⅒懁㙩⎕㤟⅒懁 ⷤ虇╙䉉㢻㾾 ⌅㫼⑨䠋ⷤ虇╙䉉㢻㾾 ⦈剁㜇㙩⎕㤟⶗㏜Ҹ ⎕㤟⶗㏜Ҹ

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collect, organise and utilise data in an intelligent way. SAS data management is helping ShangriLa to build a brand that not only connects with its customers, but also engages in meaningful and rewarding relationships with them. A digital marketing hub helps businesses to conduct real-time analysis and manage customer relationships across different channels in this digital era. SAS® Customer Intelligence 360 enables users to gain insights from customer interactions to better plan, analyse, manage and track customer journeys. Six steps toward optimising the customer experience:

㜇㙩ᾏ䢃⢷㔷⑤欨㧋捛㑘㜃汣䠓䍮摆䳥䛴Ҹ 欨㧋捛㑘拡〦ᾏ䢃厖 SAS余ⵕ▗⃫虇㌠坘⌅㜇㙩䴰䖕㐏姢㜃▗桕⢧䣍⪩ⴱ㏅㜇㙩〺虇⎸䚷㜇㙩―孲 ӁGolden Circleӂⴱ㏅ㅯ尯〵宗␒᾵拜⶜⃞ⴱ䠓㝔䮚虇䚷⎕㤟ℕ宗␒⋻▇⬑⃤䉉⃞ⴱ䠓㝔䮚撵ᾙ㾊呀Ҹ 嬐懣⎿憨↚䡽㮨虇杫攄⢷㝋拡〦⬑⃤⽶⬨⢿Ⅼ⳧ҷ㛅桕ҷ㜃䖕☛⎸䚷㜇㙩ҸSAS㜇㙩䴰䖕㢜⑨⿺␸欨㧋捛㑘拡〦㏢憯⎉ᾏ↚♐䏛虇ᾜ✽䋶槶⎿㜃汣ⴱ㏅汣毦虇㢃␸拡〦厖⌅ⴱ㏅ら䱚㢘㊞儸☛㊘ㅺ䠓杫⅑Ҹ ⢷憨↚㜇䩋〃⁲虇㜇䩋䍮摆㮭亟⿺␸ₐ㫼懁姛 ⵵㟑⎕㤟虇᾵䴰䖕ᾜ▛㾯懢ᾚ䠓ⴱ㏅杫⅑ҸSAS® Customer Intelligence 360崢䚷㏅ㄭⴱ㏅‡⑤ᾼ䔁ㄦ嬚孲虇⁴㢃⬌⢿嬞␒ҷ⎕㤟ҷ䴰䖕☛憌徹ⴱ㏅㝔䮚Ҹ ⊹⒥ⴱ㏅汣毦⋼㳴㢁處

Get started with SAS Customer Intelligence 360 ®

SAS Customer Intelligence 360 is a digital marketing hub that enables users to plan, analyze, manage and track customer journeys. Analytically derived insights are embedded throughout the process, guiding marketers to make smarter decisions every step of the way.

6 steps to optimizing every customer experience

1 2 3 4 5 6

TRACK CUSTOMER BEHAVIOR Collect data and create events: Capture digital data and track customer behavior.

CHOOSE WHAT CONTENT TO DISPLAY Create messages: Upload assets and creatives with messaging that entices customers and moves them to action.

CHOOSE WHERE YOUR CONTENT DISPLAYS Create spots: You decide where to display the creative based on the channel, such as mobile app and web pages.

DEFINE WHO SEES YOUR CONTENT Create segments: These are groups of people who share common characteristics. Analyze segment attributes and determine best placement across channels based on segment proﬁles or characteristics.

DELIVER THE CONTENT Create tasks: Measure, test and deliver personalized content with tasks. Make the customer experience personal and memorable from web, mobile and email channels.

TRACK CUSTOMER INTERACTIONS WITH YOUR CONTENT Create activities: Connect tasks to create customer journeys that deliver the right content, in the right place, to the right people.

In conclusion, big data is an important marketing mark tool enabling marketers to reach target customers custo more accurately with the right solutions and p products. Insights from big data can come from customer custo statistics such as time spent on websites, brand bran preferences and purchasing history. It is also important to note that customers generally gene expect a company to recognise their nee needs, motivations, pain-points and behaviours. Ma Marketing specialists are able to gain insights from SAS Customer Intelligence 360 which pro provides more targeted messages and relevant con context for all of the touch-points.

俌仟军宏虇⪶ 㜇㙩㳲㎟䉉捜嬐䠓⾑⧃䍮摆⽴ ⌆虇崢䍮摆⁉♰㢃䀥䩉㔴宇䡽㮨ⴱ㏅虇᾵㕟K⌅㏏梏䠓㝈㧗╙䚱♐Ҹ! ₐ㫼劌ㄭᾏ亊⎦䠓ⴱ㏅伀宗虇 ⒔㑻ⴱ㏅㝋佁䱨呀幊䠓㟑朢ҷ♐䏛✫⬌╙庋幆亏撓䳘⪶㜇㙩ᾼ䔁ㄦ㢘䚷幖宙Ҹ ⇋ㄦᾏ㕟䠓㞾虇⁙㟑 ⁙㝴䠓 ⴱ㏅⾁⇖宼 ᾏⵅ ⋻▇劌 ⶜⁥↠䠓梏嬐ҷ庋幆⑤㯮ҷ䋸㊀☛㼗幊姛䉉䤼⬑㒖㔛Ҹ军䖍⢷虇⾑⧃䍮摆⁉ ♰⾁劌ㄭ SAS Customer Intelligence 360 䔁ㄦ㢃⪩㢘䚷䠓幖宙虇╥ㄦℕ卹㏏㢘㔴宇灭䠓幖宙虇㕟K㢃⪩䀥俸ҷ㢃㢘㊞儸䠓䍮摆㉔⧀Ҹ

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CASE STUDY ↚㧗⎕㤟

THE UA30 HAPPY SHARING CAMPAIGN UA30 同樂 • 分享䔟作 that integrated news, feature videos, testimonials, fun facts and greetings from celebrities. The communication became more focused and searchable with the SEO enhancement which also allowed an availability of interaction with customers.

Challenge As a cinema brand with 30 years of history, UA Cinemas (UA) is never afraid of challenging traditional mindsets. On its 30th anniversary, the brand digitalised its UA Loyalty Club to rejuvenate its brand identity and attract the younger segment. Meanwhile, UA also hoped to build its digital leadership in the industry. Strategy First of all, the cinema chain celebrated its anniversary by creating the theme of “happy sharing”. A new visual design was created which utilised the pop art element to enhance fun and celebration. It also leveraged UA’s corporate colour so as to reinforce its differentiation of competitors and further strengthen the campaign recognition. To interact and communicate with customers effectively with all the marketing executions, a UA30 online portal was built

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Execution As the integrated platform was built, recognition across the marketplace was raised. We tried to reach and interact with customers via a dicerolling game. By connecting to the participants’ Facebook account, the game encouraged customers to regularly check-in at UA Cinemas, as well as share their UA30 greetings and movie reviews on Facebook. Participants could accumulate points from these activities and eventually they were entitled to a grand prize. Instant rewards were given out throughout the journey and the redemption also stimulated the online-to-offline purpose. This mechanism created word of mouth and extended the customer base. Moreover, a rich source of data collected from the game registration enabled UA to build customer loyalty relationships effectively. Results Along with different marketing executions, the campaign improved the business significantly in a cost-effective way and boosted a well-achieved increase in members’ aged 18-24. Additionally, online engagements generated a 50% increase while they also helped uplift the use of mobile ticketing and the e-card.

៛⍓ ⃫䉉ᾏ↚㙐㢘30〃㴆▁䠓㏁柱♐䏛虇UA柱佩ᾏ■⑖ 㝋㒠㎿≂伀虇㔷栂⎉㜿Ҹ懸憱㌅䫬30◷〃Ὶ株虇UA 柱佩⁴◇イ〃悤ⴱ儳䉉䡽㮨虇㔷姛UA Loyalty Club 㜇䩋⒥㢒♰㢜⑨Ҹ憨‪棸㜿㢜⑨ⶖ㢘␸㏁柱⫯⴩㫼䛛㜇䩋焜榼䠓⢿⃜虇ㄭ军㛈崙槶ⴱ⶜㏁柱䠓䢚㹤虇ℎ 梊㄀㎟䉉⪶䣍䚮㻊䠓ᾏ扷⎕Ҹ ᶠᯇ 欥⋗虇封柱佩㔷⎉Ӂ▛㮑ʨ⎕›㖭⃫ӂ䉉Ὴ槛䠓◷〃㌅䫬㻊⑤虇᾵宼宗⎉夜⋴㻐姛坬姢⋒亯䠓⼓㜿嬥孉亊伀虇⁴⨭␯弲☂╙㌅䫬㶲㶪Ҹ宼宗⽶⬨⢿仟▗ UA 柱佩䠓ₐ㫼吁屎虇⁴䰐⎉UA厖⎴ᾜ▛Ὶ埤虇᾵懁ᾏ 㳴␯テ⪶䣍⶜㻊⑤䠓尜䥴Ҹ 䉉―彮槶ⴱ㢃㢘㛗⢿‡⑤╙䀬憩虇♐䏛╗ら䱚 UA30佁䱨虇㕟K㢏㜿㼗ㇾҷ⶗槛㄀䏖ҷ㔷圵ҷ㢘弲䥴峧ҷ⁴╙▜⁉䫬幏虇᾵憞懝㖫亱イ㙝⊹⒥⁳ⴲ≂崙ㄦ㢃⌆捬⶜ㆶ╙㢃槾䣋虇㕟ⓖ厖槶ⴱ䠓‡⑤Ҹ ᫞ᒭ 憞懝⁴ᾙ䠓伫▗。╿虇㢘㛗㕟ⓖ彷⾑⧃⶜㻊⑤䠓尜䥴Ҹ㳳⪥虇UA憞懝㚁氿ⳟ懙㏁厖槶ⴱ懁姛㔴宇╙‡ ⑤Ҹ憩懝憲㔴╒␯冔䠓Facebook⿂㏅虇懙㏁炢⒄⁥ ↠⴩㢮⎿UA柱佩Ӂ㏢☼ӂ虇᾵⢷Facebook⶗榐⎕› ⁥↠⶜UA30䠓䫬幏尭╙梊㄀寤履虇ㄭ军亾宗䯜⎕╒ 厖㚁氿懙㏁虇㢘㯮㢒庞╥⪶䓝Ҹ 懝䮚ᾼ虇槶ⴱ‵╾│㟑ㄦ⎿䓝⒄虇᾵憞懝䬽♐⋛ 㕪炢⒄⁥↠ㄭ佩ᾙ廿⎿佩ᾚҸ憨↚㯮⏅㢘␸⢷槶ⴱ 儳ᾼら䱚╲䨠虇▛㟑憞懝懙㏁㛅桕巟ⵛ䠓㜇㙩虇㢘␸ UA柱佩㕟ⓖⴱ㏅ㅯ尯〵Ҹ ᶬᚤ 憞懝ᾜ▛䠓㔷ひ䳥䛴虇憨榔㻊⑤㎟␮⁴汧㎟㢻㛗䡙䠓㝈ゞ槾嗦㕟ⓖ㫼⑨虇⁳18厂24㴁䠓㢒♰⁉㜇⪶⿔ ⨭朆Ҹ㳳⪥虇佁ᾙ╒厖䔖ᾙⓖ50%虇᾵㢘㛗㕟ⓖ㏚㯮庋䫷╙梊ⳟ⓰䠓ℎ䚷䔖Ҹ

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MARKETING EVENTS

HOW BRANDS CAN TRAVEL IN STYLE ♐䏛⬑⃤㔛㕰㝔懙䍮摆㜿䃽㻐 The mobile device has revolutionised the way that brands and travellers can interact. Now that technology and the internet have put the world in the palm of our hands, it is high time marketers find the right ways to connect with global consumers on a more personal level. Inti Tam writes. 㻐⑤憩宙宼∨⾁ㅈ〤㛈崙♐䏛厖懙ⴱ䠓‡⑤㝈ゞҸ㌠坘䭠㐏╙‡凾佁虇 ᾥ䛛䖍㟑㔛㕰⢷㎠↠䠓㔛ㅒῚᾙ虇⾑⧃㔷ひ⁉♰㞾㟑↨⶚㐍㳲䩉䠓㝈㹤虇厖⋷䖒㼗幊冔ら䱚㢃↚⁉⒥䠓凾俺ҸInti Tam⧀⶝Ҹ Date: 4 May 2016 Venue: The Mira Hong Kong Sponsor:

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Tourism as an industry has been thriving with the wild pace of technological advancements. Arthur Chan, general manager of Vpon, said with the support of big data technology, reaching cross-border travellers’ mobile devices was easier and more accurate than ever. Chan said that big data could help marketers deliver advertisements to travellers in

␣ᷕᡡᕂᡥᣊ᮷Ḣᅗ᥷ΐỔ὚ጦ⊖ᝥᶋ᤺ᅙរ᚟ᣍ 㾾Ⓩ俌伢䖕栂㞝䠋姷䫉虇⢷⪶㜇㙩㐏姢䠓㚾㒐ᾚ虇憞懝㻐⑤憩宙宼∨㔴宇彷⨒㝔ⴱ崙ㄦ⏜㏏㢹㢘⢿ 悤沕䀥䩉Ҹ 栂㞝䠋姷䫉虇⪶㜇㙩╾⁴⿺␸⾑⧃㔷ひ⁉♰⢷ 㝔ⴱ㝔憣ᾼ⏜ㄛᾜ▛䠓栝㵄䠋憐ひ◙ⴲ≂Ҹ ⁥孲捚㒖ひ◙⛕╾⁴憩懝⪶㜇㙩―孲㝔ⴱ䠓姛䉉虇⁴ⅎ㢃䀥䩉⢿㔴宇⁥↠䠓䡽㮨╦䣍Ҹ ℚ⬑虇⢷Ӂ⛮䮚⏜ӂ䠓栝㵄虇╾㧈㙩㝔ⴱ憞懝㏚㯮㖫⶚㝔懙䢇杫幖宙䠓‡⑤╙㻊⑤ℕ峧⎴▛槭⤚ 䠓㝔ⴱҸ 㝔懙䢇杫䠓姛㫼╾弐㳳㯮㢒䀥䩉䤓䀥憨槭╦ 䣍虇䋅ㄛ槾䫉䢇杫䠓ひ◙ℕ◇イ⁥↠䠓㹷㊞╙㔷⑤ ⁥↠㼗幊Ҹ ⁥姷䫉⢷㝔䮚憣ᾼ虇⛕㏅╾⁴懚䚷⴩⃜㐏姢ℕ 䩉⴩㝔ⴱ䠓⃜僽虇᾵㕟K䓷ⵅ䠓⊹㉯虇⁴◇イ懙ⴱ ⎿容⌅⵵汣⛕〦虇᾵⢷摆⚽灭庋䏸Ҹ

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MARKETING EVENTS

different stages of their journey: pre-trip, during the trip and after the trip. He explained that advertisers could reach their target audience precisely by learning their behaviour from big data. For example, in the “pre-trip” stage, similar travellers could be identified through their interaction and activity of searching travel-related information on their own mobile device. As a result, the travel-related industry could take this opportunity to precisely target this group of audience and show relevant advertisements to catch their eyeballs and drive actions. During a traveller’s trip, he said merchants could leverage geo-targeting technology to locate them and place an ad with exclusive offers so as to attract the tourists to visit the physical

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stores and to make offline purchases at pointof-sale. However, he noticed some companies aren’t “mobile ready” as many still consider mobile as just the extension of PC. “Some advertisers just place a display ad for desktop and clone the strategy to the mobile platform.” Meanwhile, Kitty Ng, digital manager at L’Oréal Travel Retail Asia Pacific, said thanks to big data, it could identify the affluent Chinese travellers who were travelling to other Asian countries such as Japan and Thailand. Promotions and offers dedicated to those travellers could then accurately be exposed to them to encourage their spending and boost revenue at the local point-of-sale.

䋅军虇⁥䠋䖍㢘‪ₐ㫼⁜㢹䉉㐤怺㻐⑤憩宙榧 ⥮⃫⬌䀥∨虇᾵ⶖ㻐⑤憩宙宼∨≔嬥䉉↚⁉梊勵䠓ゅ⃇Ҹ Ӂ㢘‪ひ◙⛕╹㞾⎙䠊懸䚷㝋㧛ᾙ梊勵䠓槾䫉ひ◙虇䋅ㄛⶖ䳥䛴䋶愵䋽䨦⢿㖻⎿㻐⑤。╿Ҹӂ 厖㳳▛㟑虇L’Oreal ‭⪹Ⓩ㝔懙梅⚽㜇䩋俌䡲 ◂▪䖹姷䫉虇⋷広⪶㜇㙩虇封♐䏛䖍㟑╾⁴峧⎴⎉ ⏜ㄏ㝴㢻╙㹿⢚䳘‭㻁⌅⁥⢚ⵅ㝔懙䠓ⵛ婤ᾼ⢚ 懙ⴱҸ Ӂ捬⶜憨‪懙ⴱ䠓㔷ひ╙⊹㉯虇╾䀥䩉⢿◗䖍 ⁥↠棱⏜虇坘㳳◇イ㼗幊虇᾵㕟ⓖ䜅⢿摆⚽灭䠓䍮㫼槜Ҹӂ ⬈婫⋔㒖虇ₐ㫼㍘䢇㍘屎㜃仓俣㥅㭚虇⁴䩉Ⅼ 彷⨒䍮摆劌⪯㢘㛗⢿⵵姛Ҹ 屎拜懸捞䠓榟䴦⢷ ⪶䵓⢜⢿Ⓩ虇㢘␸㢃棗㻊 ⢿懚䚷⾑⧃㔷ひ幖䀟虇槾嗦㕟ⓖ彷⨒⾑⧃㔷ひ䠓㎟㛗Ҹ

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MARKETING EVENTS

She added that companies should adjust their structures to ensure a successful crossborder marketing implementation. Allocating a certain amount of budget on a larger scale of geographic territory allows greater flexibility of utilising marketing resources and leads to an outstanding cross-border marketing performance. Roland Leung, commercial director of market opportunities and innovation for APAC at GfK Hong Kong, said Chinese travellers’ spending hit US$165 billion, representing 11% of total international tourism revenues in 2014. What’s more, Leung said travellers not only receive advertisements on their mobile, but also obtain information. For example, he said almost 60% of Chinese travellers compare prices on their handset, while 41% of them even make purchases through an

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app on their device, so that’s why it’s important for brands to leverage mobile devices and social media to connect with cross-border tourists. He also pointed out that in China today 50% of outbound tourists are Chinese Millennials – as they can use the same passport to reach 47 countries without a visa application – so the younger generation have become well-travelled earlier than their predecessors and they’ll be the main driver of China outbound tourism in the next 10 years. Tony Chow, creative and content marketing director for APAC Marriott International, said in this customer-centric era, brands should listen to what patrons are interested in and then create content they want, rather than pushing advertising messages too hard. Chow added mobile is now one of the main tools to connect with travellers for Marriott, especially the younger generation.

GfK欨㾾‭⪹Ⓩ⾑⧃㯮懖╙␄㜿⛕㫼俌䡲㨐㹿䋅姷䫉虇ᾼ⢚懙ⴱ䠓㼗幊槜懣厂1,650 ⊓儝⋒虇⃣ 2014〃⢚株㝔懙俌㛅⋴䠓11虀Ҹ 军㢃捜嬐䠓㞾虇㨐㹿䋅姷䫉懙ⴱ憞懝㏚㯮ᾜ≔ 㞾㔴㛅ひ◙虇㢃╾䔁╥宙ㇾҸ ℚ⬑虇⁥姷䫉慠 60 虀䠓ᾼ⢚懙ⴱ㢒憞懝㏚㯮㧋⊈虇军⌅ᾼ䠓 41虀䚩厂憞懝㏚㯮㍘䚷䮚ゞ庋䏸Ҹ ⡯㳳虇♐䏛ㅔ榗✓䚷㏚㯮╙䫍″Ⱑ汣ℕ㔴宇彷⨒ 㝔ⴱҸ ⁥╗㒖⎉虇䖍㟑 50虀䠓ᾼ⢚⎉⨒㝔ⴱ㞾ⓒ䬶 ᾥ⁲虇⁥↠ᾏ㢻崆䋶⢷㏚虇╾⁴ ⋜䷌ 峘懙㴆⪩懣 47↚⢚ⵅ虇⡯㳳〃悤ᾏ⁲ 悒⁥↠䠓朆悸㢃㝸⡪⎉ 㝔懙虇㎟䉉 ᾼ⢚ 㢹 ℕ ⓐ 〃 ⎉ ⨒ 㝔懙⾑ ⧃ 䠓 Ὴ 嬐 ⑤␪Ҹ 喻巹⢚株桕⢧‭⪹⢿Ⓩ␄㊞⋶ⵈ╙䍮摆俌䡲 ◷Ⅼ啾姷䫉虇⢷槶ⴱ䉉⋗䠓㟑⁲虇⁥ら峿♐䏛㍘亿 ㅒ―孲⁥↠丂橾䕼Ὴ䠓厗弲虇᾵㕟K⁥↠㊂嬐䠓⋶ ⵈ虇军棭䧻摆ひ◙ⅰㇾҸ ◷Ⅼ啾婫⋔㒖虇㏚㯮䖍㟑㞾喻巹拡〦厖㝔ⴱ凾俺䠓㢏Ὴ嬐⽴⌆Ὶᾏ虇ⶳ⌅㞾㔴宇〃悤ᾏ⁲Ҹ

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LAST WORD

WHAT LEON LAI CAN TEACH US ABOUT A CRISIS 灝㞝⬑⃤㛨㡘㎠↠㍘⶜⋻杫─㯮

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LAST WORD

Who is the public figure that has been most talked about in Hong Kong recently? Obviously it was local pop star Leon Lai. Even though he is not a PR professional (and I bet there was not a PR behind his recent actions), his PR performance when facing a crisis was excellent. It’s the perfect case study for PR professionals to learn from. !慠㢮⢷欨㾾㢏╦杫㹷䠓⋻䣍⁉䏸㞾尿虚䜅䋅㞾⪸䔚亩㳛㏚灝㞝Ҹ桥䋅⁥ᾜ㞾⶗㫼⋻杫⁉♰ 虃㎠㛱㏢幼虇⁥㢏慠䠓姛⑤剛ㄛ㸡㢘⋻杫㒖灭虄虇⃕⁥埤䖕⋻杫─㯮䠓姷䖍䩉⵵ᾏ㻐虇⶗㫼! !⋻杫⁉♰封⬌⬌■⁥ⴇ兡Ҹ 1. Take responsibility I don’t know why CEOs, tycoons or politicians, and the PR teams behind them, find it so hard to take the blame, even when it is crystal clear they are responsible. Perhaps they are still dreaming they are the “strongman”, a very old-school personality type. Leon is the opposite. When he found out that his concert was cancelled a few hours before he was to take the stage due to fire safety regulation issues, he apologised on his own Facebook page immediately – and sincerely. More than that, he explained the reason for the cancellation in honest detail. We can learn from this. The new generation, in particular, hate public figures who shift responsibility and try to place blame on others. So don’t wait for the media to dig out more about your scandal until the point that you can no longer “deny everything”. 2. Respond instantly In this social media-led era, keeping track of conversations and responding quickly is the key to tackling a crisis. Leon did just that. When he saw a comment on social media pointing the finger at the government, Leon responded quickly urging his fans not to place the blame on them. He posted: “It’s not the fault of the Food and Environmental Hygiene Department. I want to apologise to [all of you] again.” If Leon hadn’t responded quickly, the conversation could have spiralled out of control and given the public the perception that Leon himself was blaming the government.

3. Transparency No one is perfect. Often people overthink the situation, trying to create good news to cover the bad news. In fact, the audience just wants to know what is going on. After the cancellation of the first night of the concert, Leon kept updating fans on the situation and what action he was taking, regardless of whether it was good news or bad. In the end, the government approved that the concert could go ahead, to the delight of both his fans and the public.

2/!ᝣᚑᙱ⍠᱆ᐞ ㎠䢮䠓ᾜ㞝䠌虇姛㛎俌婐ҷⵛ巹ҷ㛎ⴱҷ⁴╙⁥↠剛ㄛ䠓⋻杫⢧栙⃤⁴尜䉉㐎㙣帻₊㞾憨㮲⡿桲虇⊧䴰 ‚⵵㚉⢷䣋⏜虇㎥冔⁥↠⁜《㊂卹⾀㞾厙㟑⁲䠓Ӂテ ⁉ӂҸ灝㞝⏪⬌䢇╜虇䜅⁥䀥∨ᾙ╿䂣⎉⏜㜇⶞㟑虇䠋䖍⡯㼗柁ⴘ⋷嬞⴩⛞槛军嬐╥㼗䂣⛀㢒虇⁥䱚│ ⢷Facebook⶗榐⃫⎉䢮尯懢㳘Ҹᾜ≔⬑㳳虇⁥尯⵵ ⢿孲捚䂣⛀㢒╥㼗䠓専亿┮⡯虇憨ᾏ灭令⶜⇋ㄦ㎠ ↠ⴇ兡Ҹ孏䣍虇ⶳ⌅㞾〃悤ᾏ⁲虇宝┼⋻䣍⁉䏸ⶖ帻 ₊㔷┇⎿⎴⁉怺ᾙҸ⡯㳳虇ᾜ嬐䳘⎿≂Ⱑ㕼棁㢃⪩挫凭虇ⶖ⃯懋⎿ᾜ劌⌜Ӂ▵尜ᾏ⎖ӂ䠓令⢿Ҹ

4. Integrated While integrated PR is the trend – with PRs working across traditional media, social media and online media, which brand is really making this new reality work for them? Leon did. He shared personal messages on his Facebook and kept the same tone of voice when talking to the news and entertainment media that had gathered on the site for updates. His message was consistent throughout, always from one person using one voice. Fans and the public were hearing a consistent message across both online and offline sources. Leon had a solid integrated approach.

3/!ᐉᓟᑇ⑬ ⢷䖍⁙䫍″Ⱑ汣Ὴ⶝䠓㟑⁲虇憌忳⶜尀╙⃫⎉慔憮䠓 ⡭㍘㞾㍘⶜─㯮䠓ᾏ↚杫攄虇灝㞝㳲㳲⇩⎿憨ᾏ灭Ҹ 䜅⁥䢚⎿佁ᾙ㢘䛨宏㒖帻㛎〫㟑虇灝㞝慔憮⃫⎉⡭ ㍘虇⅒屚丘企↠ᾜ嬐ⶖ帻₊㔷⢷㛎〫怺ᾙҸ⁥䛨宏㒖處 Ӂ憨ᾜ㞾橮䘿儁䠓撾虇㎠㊂虃■⪶ⵅ虄⌜㲰懢㳘Ҹӂ⬑ 㤫灝㞝㸡㢘慔憮⡭㍘虇⶜尀╾劌㢒⫀╊㔶⏅虇‵⁳⋻ 䣍孉ㄦ灝㞝帻桲㛎〫Ҹ

5. Integrity In the end, how is it that Leon could do so well out of a crisis? The key reason is he told the public the truth. In years gone by, people consumed news from a limited number of sources. Now, we can’t afford to have a hidden agenda. I’m really happy that someone showed us how important PR skills are in turning a crisis into an opportunity. I’m sad, though, that it wasn’t a PR professional behind such a positive story.

By Kevin Lam Associate director, Sinclair Communications Board member of the Council of Public Relations Firms of Hong Kong

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4/!ᱜᚘឯ 㸡㢘⁉㞾ⴛ儝Ҹㄗ⪩⁉ㄏㄏ懝㝋㌑㋽虇寵⢥䚷⬌㼗ㇾ㔸噚⩭㼗ㇾҸ‚⵵ᾙ虇孏䣍╹㞾㊂䥴懢䰅䱮䠋䚮䚩灋 ‚Ҹ欥㟩䠓䂣⛀㢒╥㼗ㄛ虇灝㞝個倛■丘企㢃㜿㢏㜿㉔㹐虇⁴╙⁥㔰╥䚩灋姛⑤虇ᾜ䴰㼗ㇾ㞾⬌㞾⩭Ҹ㢏仑虇⌅ㄛ䠓䂣⛀㢒䔁㛎〫㐈⍕⬑㢮厘姛虇⁳⁥䠓丘企 ╙⋻䣍抌㊮⎿㲲✫Ҹ 5/!ᐨᣃ ⋷棱䠓⋻杫䳥䛴㞾⪶⑱㏏強虇⋻杫⁉♰榗▛㟑⌋ 槶≂伀Ⱑ汣ҷ䫍″Ⱑ汣╙佁仰Ⱑ汣Ҹ⃕♹↚♐䏛䩉 ⵵劌⪯✓䚷憨↚㜿強⑱虚灝㞝⇩⎿―Ҹ⁥⢷卹⾀䠓 Facebook⶗榐⎕›↚⁉宙ㇾ虇㔴╦䖍⧃㔰容㢏㜿㼗ㇾ䠓㜿凭╙⮪㮑宧冔容⛞㟑Ⅼ㒐ᾏ厃䠓╲◊Ҹ⁥㕟 K䠓宙ㇾ⭚仑Ⅼ㒐ᾏ厃虇䛀▛ᾏ↚⁉⁴▛ᾏ尭屎䠋姷宏履虇丘企╙⋻䣍ㄭ佩ᾙ佩ᾚ㔴㛅⎿ᾏ厃䠓宙ㇾҸ 灝㞝䠓䩉㢘ᾏ⫦㎟␮䠓⋷棱㍘⶜㝈ゞҸ 6/!ᾬᝂ 㢏仑㞾䚩灋⡯亯⁳灝㞝榕⎸廿⎉⡿⨒虚㢏杫攄䠓 ┮⡯㞾⁥■⋻䣍″⁲䢮䢇Ҹ㞣㝴⪶䣍╹劌ㄭ㢘柟䠓憣ㄠㄦ⎿㼗ㇾ虇⃕䖍㟑虇㎠↠䊰㹤ㅜ╦⌜㢘₊⃤ 桀䤭Ҹ 仑㝋㢘⁉䫉䵓⋻杫㐏⽶⶜惘─䉉㯮㞾⪩灋䠓捜嬐虇㎠䢮䠓㊮⎿ㄗ汧厗Ҹᾜ懝虇⢷憨⒄ㅦ㛔‚剛ㄛ虇 ᾵棭⶗㫼⋻杫⁉♰䠓␮⑭虇╗⁳㎠孉ㄦㄗ≆㊮Ҹ

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職埸

CAREERS

JOB SHUFFLE ⁉‚崙⑤ Isobar named Nicoletta Stefanidou as executive creative director for the Hong Kong market. She will be responsible for the creative leadership of the Hong Kong agency and her remit will include combining creative, strategic, technology and brand commerce expertise for a client list that includes Estée Lauder, Audi, Marriott, Huawei and UNIQLO. She moves across from Publicis Hong Kong, where she held the role of group creative director. Before that she was creative director at OgilvyOne Hong Kong.

COVINGTON TAKES ON VP ROLE AT VISA Covington⎉₊Visa‭㻁Ⓩ 汧亩⏾俌婐 Frederique Covington has taken on the senior vice-president and chief marketing officer role for Visa in Asia, ending a two and a half year run with social networking group Twitter. Reporting to Visa’s newly appointed EVP and global chief marketing officer Lynne Biggar, she takes over from Rajiv Kapoor who is retiring from his position at Visa after almost 19 years. Frederique Covington⎉₊Visa‭㻁Ⓩ汧亩 ⏾俌婐⌋欥⾼䍮摆ⴧ虇仟㣮⌅⢷䫍″佁仰桕⢧ Twitter䠓⋸〃ⓙ分㫼䚮㼾Ҹ⁥ⶖ■㜿ᾙ₊䠓Visa ⦆姛⏾俌婐⌋⋷䖒欥⾼䍮摆ⴧLynn BiggarⒾ ⧀ҸCovington㞾㔴㢎Rajiv Kapoor䠓分⃜虇ㄛ冔㛗␪Visa慠19〃虇㢏慠憏₠Ҹ

ⴘ亱⾤₊☌Nicoletta Stefanidou䉉欨㾾⾑⧃⦆ 姛␄㊞俌䡲ҸStefanidouⶖ帯帻⿅榧欨㾾愵‚埤䠓 ␄㊞㫼⑨虇仟▗␄㊞ҷ䳥䛴ҷ㐏姢╙♐䏛⛕⑨⶗㫼䥴峧虇䉉Estée Lauderҷ⫶慹ҷ喻巹ҷ啾䉉╙UNIQLO 䳘ⴱ㏅㕟K㢜⑨ҸStefanidouῚ⏜㛗␪栌䓔欨㾾虇㙣₊桕⢧␄㊞俌䡲Ҹ㳳⏜虇⬈⢷⫶儝‡⑤欨㾾⎉₊ ␄㊞俌䡲Ҹ

Alex Lee has taken on the role of CEO for Publicis Worldwide, with Thierry Halbroth (right) being promoted to managing partner for its Hong Kong operations. Lee will lead the strategic development and growth for both Publicis Worldwide and Leo Burnett in Hong Kong, while Halbroth will add operational management responsibility in addition to his current role as executive creative director. Lee was named CEO for Leo Burnett Hong Kong in July 2015 and has some 20 years of experience spanning Malaysia, China and Hong Kong in operational management, regional and global client management. 㣝䪝テ⎉₊栌䓔ひ◙欨㾾姛㛎俌婐虇Thierry Halbroth⏖㟘ⓖ䉉欨㾾愵‚埤嗲‚▗⪴⁉Ҹ㣝䪝テⶖ伀䴰栌䓔ひ◙☛㣝⫶帬亜⢷㾾䠓㏏㢘㫼⑨虇军Halbroth柳䖍㟑䠓␄㊞俌䡲分⑨⪥虇‵⌋槶欨㾾愵‚埤䠓懚䍮䴰䖕分帻Ҹ㣝䪝テ㝋2015〃7㢗䔁 ₊☌䉉㣝⫶帬亜欨㾾姛㛎俌婐虇⢷欻ℕ嬎‭ҷᾼ ⢚⪶标╙欨㾾㙐㢘20⪩〃懚䍮䴰䖕ҷⓏ⥮╙⋷䖒 ⴱ㏅䴰䖕伢毦Ҹ

Microsoft named Bradley Hopkinson general manager for retail sales and marketing for the Greater Asia region. He is responsible for leading its retail sales and marketing efforts for consumer devices and services, including Windows, Surface, Xbox, Office and Microsoft Hardware across Asia Pacific, Greater China, India and Japan. He will also drive all things gaming for Microsoft across the region, including the regional strategy for Xbox. ㄽ恮₊☌Bradley Hopkinson䉉⪶‭㻁Ⓩ梅 ⚽摆⚽╙⾑⧃㔷ひ俌伢䖕ҸHopkinsonⶖ帯帻 ㄽ恮㼗幊梊ⳟ宼∨╙㢜⑨虇⒔㑻Windowsҷ! SurfaceҷXboxҷOffice╙Microsoft Hardware虇 ⢷‭⪹⢿Ⓩҷ⪶ᾼ啾Ⓩҷ⓿〵╙㝴㢻䳘⢿䠓梅⚽ 摆⚽╙⾑⧃㔷ひ㫼⑨Ҹ⁥‵㢒㔷⑤ㄽ恮⢷㜃↚⢿ Ⓩ䠓懙㏁㫼⑨虇⒔㑻Xbox䠓Ⓩ⥮䠋ⷤ䳥䛴Ҹ

Razorfish Hong Kong has appointed Joel Frost as client service director. He joins the agency after a year with The Partnership, developing platforms and communications plans for Child Fund, Tourism New Zealand and Red Bull Media House. At Razorfish, he will be responsible for Hong Kong’s full portfolio of client relationships, including ASUS Mobile, Nike Hong Kong, P&G Pampers and Marriott. He reports to Joanna Kalenska, Razorfish Hong Kong’s managing director. Razorfish欨㾾₊☌Joel Frost 䉉ⴱ㏅㢜⑨俌䡲Ҹ ␯⋴Razorfish⏜虇Frost㢍㛗␪The Partnership ᾏ〃虇帯帻䉉⋡䱴⦉捠ҷ亟嬎垼㝔懙⷏╙Red Bull Media House㕟K。╿╙≂宙宗␒Ҹ␯⋴ Razorfishㄛ虇⁥ⶖ帯帻埤䖕封⋻▇厖欨㾾ⴱ㏅䠓杫⅑虇⒔㑻啾䨸䮊⑤ҷNike 欨㾾ҷⶅ䃣⿺ⶅ懸╙喻巹ҸFrost䢃㔴■Razorfish欨㾾嗲‚俌伢䖕Joanna! KalenskaⒾ⧀Ҹ

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