THE ART & SCIENCE OF CONNECTING WITH CONSUMERS
HK$55
HONGKONG
OCTOBER 2016
marketing-interactive.com
編者的話
EDS LETTER
HOW SMART ARE THE SMARTPHONE DESIGNERS?
Editorial Carlos Bruinsma, Editor carlosb@marketing-interactive.com
䊰佩虇⃕ᾜ嬐䊰嬥
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, Senior Sales Manager, Advertising & Sponsorships 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, 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 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. 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. Hong Kong: Lighthouse Independent Media Ltd, publisher of Marketing magazine 2/F, Connaught Harbourfront House, 35-36 Connaught Road West, Sheung Wan, Hong Kong Tel: +852 2861 1882 Fax: +852 2861 1336 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 To subscribe to Marketing magazine, go to: www.marketing-interactive.com
SCAN TO SUBSCRIBE
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
Remember when an Apple launch was an anticipated event, where new trends and thrilling advances in technology were witnessed – and you’d get the first hints as to where Apple was at and where other competitor brands would soon be heading? Now let’s jump forward to the September release of the iPhone 7 – yeah it was pretty much uneventful, except for those wireless headphones and lack of a traditional headphone jack. And the online furore that followed. Some people may love the idea of these, others, like me, who have spent a small fortune on phones and accessories over the years and the replacements for lost, stolen or shattered phones and accessories, or tangled, mangled, or just broken in-ear headphones, think it’s a terrible idea. And I know many consumers would be with me. As has become depressingly obvious, this seems another example of form over function developed in a consumer insights vacuum. It’s not so much that consumers don’t want a wirefree future – who isn’t sick of untangling white or any coloured earphones to insert the small pods into your ear for a less than perfect fit? But what, instead, we’re left with, is something even smaller and rarer that can be so easily lost and not cheaply replaced, and if consumers had a single request, it would be that these very high-tech devices were less vulnerable to loss, theft and damage. Adding smaller and more easily losable accessories or integral components to communications and entertainment devices doesn’t seem to meet any consumer insight. But Apple is hardly the only culprit, if you’ve ever owned one of those quite special to look at Galaxy Edges, you’ll know the least fun thing in the world is turning it over after dropping your phone in the middle of a busy MTR station. And don’t get me started on the whole waterproofing debacle. What’s the marketing insight? If you’re in the smartphone business, take one with you into the real world, dash to a meeting, get bumped into, balance it in your hand with everything else a busy life commands – then you may get it – not all of us want over designed phones; some of us just want a phone that works and maybe some earphones to block out the world. Enjoy the issue.
⛘ᚤᶋᏖỒ᎔ᙗዯᛸ៦Ὀᯖᴞ឵ᛵጙᗇᅗ⟇ᐨᎌᠾ ᾏ▛嬚峘㢏㜿䠓䃽㻐╙⁉毩➕䠓㜿㐏姢Ҹ⃯╾⁴ 䔖⋗ᾏ䤈垚㤫⋻▇⎿〤䖍―䚩灋㎟㤫虇⌅䲅䎼 ♐䏛㔴ᾚℕ䠓䠋ⷤ㝈■╗㢒㞾⬑⃤Ҹ 䖍⢷㎠↠徂⎿Ῥ㢗⎬䠓iPhone 7䠋⾒㢒;柳― 㔰䚷䊰佩凂㯮╙◙⎴≂伀䠓凂㯮ⳣ⪥虇῝䊰䚩毩 ✫虇样ㄛ‵イ弆佁ᾙ⋻㌳Ҹ ╾劌㢘⁉㢒✫㳰憨㬑ㆄ虇⃕⌅彮㎠ᾏ 㮲䠓⁉ℕ尹虇⪩〃⁴ℕ㐤幖ᾜⶠ捠撱庋幆⌅㏚㯮╙ 拜₅虇⁴╙㢃㕪ᾮ⫀ҷ娺䡫㎥ⷞ䎕婑䠓㏚㯮╙拜 ₅虇䚩厂㞾倞⢷ᾏ弆ҷ⫀棗㎥㖜⩭䠓⋴凂ゞ凂㯮虇 ㎠尜䉉憨㞾ᾏ↚ㄗ⽽䠓㬑ㆄ虇䢇ⅰㄗ⪩㼗幊冔彮㎠ 㢘▛㮲䠓㊂㹤Ҹ 憨῝㞾㼗幊冔僉῞㺭㈘䠓㉔㹐ᾚ䦣䠋㜿 劌╗ᾏ↚㞝槾ℚⳟ虇憨ᾜ㞾尹㼗幊冔ᾜ㢮ㄔ慝 㔴䊰佩㢹ℕ虇㢘尿ᾜ┼㉰嬐孲朚倞⢷ᾏ弆䠓䠌吁㎥ ₊⃤槞吁䠓凂㯮虇㕡ᾙ㏚㯮虇䋅ㄛテテ㏜劌⧭ ⋴凂㣄Ὶᾼ虚 ⃕㎠↠㢃ᾜ㊂嬐ᾏ汣䯜㢃ҷ㢃僤嬚ҷⵈ㞢 ᾮ⫀ҷ军ᾣ⊈⇋ᾜ喁䠓㤀嬎虇⬑㤫㼗幊冔╹劌㢘ᾏ ↚屚㷑䠓尀虇戲ⶖ㢒㞾⬑⃤憨弔汧䭠㐏宼∨㢃 ⦔⢉冟䚷虇ᾜⵈ㞢娺䡫㎥╦㖜Ҹ䉉憩宙╙⮪㮑宼∨ 㾊㢃ҷ㢃ⵈ㞢ᾮ⫀䠓拜₅㎥捜嬐梅₅虇῝ ᾜ䲵▗₊⃤㼗幊冔䠓梏㷑Ҹ ⃕垚㤫棭⚾ᾏ䠓價泐䬜欥虇⬑㤫⃯㢍伢㙐㢘 憨㵣悒䐈㴙䠓䔸㊞虇ℚ⬑Galaxy
Edge虇⃯ⷀ㢒
䥴懢ᾥ䛛ᾙ㢏㸡弲䠓‚㉔虇ⷀ㞾⢷俐ㅨ䠓⢿旄䱨⋶ ⶖ⃯䠓㏚㯮彛⢷⢿ᾙ虇䋅ㄛⶖⴒ╜懝ℕ㟑䢚⎿䠓㟾 巰虇㢃唺履戲↚柁㷃䠓⪶䲠尀Ҹ ⾑⧃㔷ひ嬚孲㞾䚩灋虚⬑㤫⃯ㄭ‚㠉劌㏚㯮 㫼⑨虇ⶖ⌅⿅⎿䖍ᾥ䛛虇弤嗦╊朚㢒虇彛彛㘭㘭虇 ✽㏚㒎嗦㏚㯮埤䖕▓䮽俐䗲䠓‚⑨虇仑㝋⎿―㛍⽴ 䠓㟑↨虇⃯㢏㊂嬐䠓㞾ᾏ↚ㆶ劌叾⬌ҷ⋔䂎梊䠓㏚ 㯮虇⌜ᾙᾏ↚凂㯮ℕ柊㙚ᾥ䛛䠓⟹概Ҹ 屚亿杀㢻㢮桫尛Ҹ
Tony Kelly Managing director OCTOB E R 201 6 MARK E TING HON G KON G 1
6
OCTOBER 2016 6
12
12
Back to basics.
戓┮⦉㢻㳴 Snapped.
䍮摆㻊⑤呀份
14
Media Report 2016.
Ⱑ汣⧀◙2016
30
Customer loyalty is not just about points.
ⴱ㏅ㅯ尯〵ᾜ╹㞾䯜⎕
36
Four lessons brands can learn from the iPhone 7 launch.
♐䏛╾■iPhone 7䠋⾒㢒ⴇ兡䠓⡪₅‚
30 14
30
2 M A RK ET I N G H O N G K O N G O C T O BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
Briefing What’s on? Marketing Excellence Awards 2016 What: Marketing Excellence Awards 2016 aims to recognise excellence across the marketing communications services industry. Where: InterContinental, Hong Kong When: 10 November 2016 Content 360 2016 What: The third Content 360 gathers some of the best minds, savviest brands and top experts from the marketing industry to explore the world of content marketing. Where: Hotel ICON. When: 30 September 2016.
“The thing about trust is that it takes years to build, but can be gone in seconds.” Ӂ杫㝋ⅰ₊䠓‚㉔㞾虇ⴒ 梏嬐⪩〃ℕら䱚虇┊劌 ⪯⢷」䭡朢㼗⫀Ҹӂ Nick Foley, president of Southeast Asia Pacifi c and Japan for Landor, commenting on Samsung Galaxy Note7’s exploding battery problem. 㢦䅳㤀ⓦ☛㝴㢻⢿Ⓩ俌婐Nick Foley ⢷寤履ᾘ 㞮Galaxy Note 7䠓梊㷯䎕䉇⛞槛㟑尹懢Ҹ
4 M A R K ET I N G H O N G K O N G O C T O BER 201 6
60 seconds with
Leanne Sheraton Senior director of marketing, PayPal, APAC
First job? Courier for a stockbroking company in Sydney – hand delivering trade instructions – I am pretty sure it is done by computer now! First job in marketing? Graduate marketing programme with Nestlé – the absolute best grounding in marketing and brand building a young marketer could ask for (with all the chocolate and sweets you could eat). Perks of your current job? Immersion in the most exciting, diverse and high-growth region in Asia Pacific. I am personally energised and inspired by the passion, belief and optimism of the new generation of entrepreneurs currently emerging in this region. Marketing professionals you admire? Richard Branson – a disrupter, risk-taker and a champion of customers who continually creates and reinvents customer-led businesses. Why a career in marketing? Marketing is about people – I’m fascinated by human motivation and inspired by making a difference in people’s lives.
ᯧዯᐡጤᓆ៦ᅞ⢷㈘ⷋᾏⵅ到䫷伢亏⋻▇䜅憮懭 ♰ʟʟ⁉㏚憮懭″㞢㒖䫉虇㎠㛱刾憨₌⽴⃫䖍⢷㞾 䛀梊勵ℕⴛ㎟Ҹ ᯧዯᐡᏕᲵᭆ⇚ጤᓆ៦ᅞ桏⽱䠓⾑⧃㔷ひ屁䮚䦣䰅 䚮虇令㞾ᾏ⃜〃悤⾑⧃㔷ひ⁉♰䠓⾑⧃㔷ひ╙♐ 䏛ら宼㢏ℂ⦉䪝⋴朏虃军ᾣ╾⁴▒ㄗ⪩㣀╳╙乥 㤫虄Ҹ ᯀᐞጤᓆᑗᛵᑊ፵៦ᅞ㐤怺⪹⢿Ⓩ㢏⁉厗⫽ҷ 㢏⪩⋒⒥╙㢏汧⨭朆䠓⢿ⓏҸ㎠↚⁉㾀╦封⢿Ⓩ䖍 㟑⌡弆䠓㜿ᾏ␄㫼冔䠓䍀尯ҷⅰㆄ╙㮑孏㋚〵㏏ ⛮䠋Ҹ ᓇᚶ⋂ᛵᏕᲵᭆ⇚ዷᅩRichard Branson虇㞾↚ ⾑⧃槪嬕冔ҷ⌡根ⵅҷⴱ㏅劌㏚虇劌⪯ᾜ㝆␄憯╙捜 ⧠⁴ⴱ㏅䉉Ὴ䠓㫼⑨Ҹ ᠥᒺᬙᗇᏕᲵᭆ⇚ጤᓆᅞ⾑⧃㔷ひ㞾杫㝋⁉虇㎠ ⁉槭䠓⑤㯮㾀㊮厗弲虇军ᾣ䍀娆㝋䉉⁉槭䚮㻊⿅ℕ 崙⒥Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM
人物專訪
PROFILE
BEING BASIC. WHAT’S WRONG WITH IT? JOHN C. JAY, PRESIDENT OF GLOBAL CREATIVE OF FAST RETAILING, TALKS TO REZWANA MANJUR ABOUT GETTING YOUR FUNDAMENTALS RIGHT. 回歸本源有何問 題？迅銷集團創意 總裁John C. Jay向 Rezwana Manjur 講述如何 做對基本步。
6 M A R K ET I N G H O N G K O N G O C T O BER 201 6
The room is perfectly minimalist. White walled spaces surround us. Naturally, when John C. Jay, president of global creative at Fast Retailing, walks into the room, dressed all in black, all eyes are on him. His warm and big personality cuts through the crowd. Jay is a natural star and completely comfortable in front of a camera, and within minutes, the photo shoot comes to a wrap and we find ourselves in a quiet room. The minimalist décor of the room seems like an extension of Jay’s personality. In a world where everyone is looking to stand out and churn out the next big product, very little time is spent on asking the basic questions, he says. To him, most companies are often left “chasing their tail” as they rush to constantly create new cutting-edge products. “We are often rushing for the answers without knowing the question. Brands need to come back to the core question of who they are and why they matter. Only then can you articulate why you exist and the business you are in,” he says. Fast Retailing's Uniqlo business, as well, is largely basic. Its products are also quite minimalist – a stark contrast in a world where
⍢ᣥ᙮Ḹộᢄ▥ᡮᅗᱷᒩᛵ⒩ᎩᲲᷕᔾᣞᅗᑆᒀ 䜅ᾏ怺灠吁嬎婬䠓慔摆桕⢧␄㊞俌婐John C. Jay從 懁㏎朢㟑虇㏏㢘⁉䠓䡽⋘抌卹䋅桕ᾼ⢷䠓怺ᾙҸ 䍀㉔䏌㢦䠓↚ㆶ虇ℎ⌅㎟䉉䣍⁉䠓䊵灭Ҹ Jay㞾ᾏ⃜⪸䚮䠓㞝㞮虇⢷数榼棱⏜ⴛ⋷㛅㛍卹 ⬑虇䥼䥼」⎕斧ⅎⴛ㎟䋶䏖䠓㑜㚬⽴⃫虇㏎朢䤻│ ⡭ㄸⴘ棫Ҹ ㏎朢䠓䶰亓婬檍虇῝╜㞯―Jay䠓↚ㆶҸ姷 䫉虇怺埤ᾏ↚⁉⁉䎼䢇劺䯝军⎉ҷ並媌䅺憯ᾚᾏ↚毩 ᾥ䚱♐䠓ᾥ䛛婰虇ㄗⶠ⁉㢒呀㟑朢ㆬ冒ᾏ⦉㢻䠓 ⛞槛Ҹ ⢷䢚ℕ虇⪶⪩㜇ₐ㫼ㆴ㝋ᾜ㝆␄憯⼓㜿䠓ⶥ 䱾䚱♐虇ㄏㄏ㞾⢷Ӂ憌弤卹⾀䠓ⷍ⾃ӂҸ 尹處Ӂ㎠↠伢⿇⢷ᾜ㾔㫩⛞槛䠓㉔㹐ᾚㆴ㝋㐍 䳣㧗虇♐䏛梏嬐捜㜿ㆬ冒ᾏ↚㧇ㅒ⛞槛處ⴒ↠㞾尿虇 ⁴╙ⴒ↠㢘⃤捜嬐虇╹㢘憨㮲㏜劌孲捚⃯䠓⳧⢷⊈ ⇋虇⁴╙⃯䠓㫼⑨㢻幹Ҹӂ 慔摆桕⢧㝦ᾚ䠓⊹姲〺♐䏛虇⢷ㄗ⪶䮚〵ᾙⷀ 㞾䭘㐎憨䮽⡭㴇㢻䀟䠓䖕ㆄ虇⌅䚱♐΅䢇䜅䶰亓虇 厖憨↚⪶扷⎕♐䏛㷑㮨⫖䱚䛿䠓ᾥ䛛ヱ㎟―洽㞝 䠓㵣Ҹ Jay尹處Ӂ䣍㞾䉉―↚⁉军宼虇㢻䀟╾⁴㢘䊰柟 䠓䂣倈㝈ゞ虇㎠↠㏜⏪⏪朚⭚懸㍘憨ᾏ灭Ҹӂ Ӂ㎠↠䠓䚱♐䉉㼗幊冔ら䱚↚⁉ヱ巰虇⃯╾⁴ 样㊞ⅽ㛈╙拜㖼㎠↠䠓姲㢜Ҹ㎠↠呀―⬌ᾏ㵄㟑朢 ㏜劌⇩⎿憨ᾏ灭虇㎠↠⁴ㄏ尹ㄦㄗ⪩虇⃕㸡㢘彂⪯姷 䖍⎉ℕҸӂ WWW. MARK E TING-IN TE RAC TI VE . C OM
人物專訪
PROFILE
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HON G KON G 7
人物專訪
PROFILE
most are looking to label themselves as a niche. “Niche is for the individual. Basic can be translated in unlimited ways and we are just getting used to that,” Jay says. “Our products are building blocks for a consumer’s individuality. You can take our clothes and twist and style them. It took us a while to get here. We used to say this a lot, but not show it enough.” Jay is no stranger to the world of retail and
“My bosses were editors, so words and pictures were primary,” he says. And that’s where he leaved to practise the art of marrying the two together. Soon after, he went into the world of retail and from there he joined Wieden+Kennedy and worked with Nike – two of the greatest names in the marketing and ad industry. “If a cat has nine different lives, I feel like I am living them all in my lifetime,” he quips.
“WORKING HARD COMES NATURALLY TO ME. IT’S LIKE THE FOOD YOU EAT. YOU DON’T HAVE TO TALK TO ME ABOUT WORKING HARD. WHAT ELSE WOULD I NEED TO DO?" Ӂ努力對我來說很 自然虇就像人要吃 飯一樣，你無須提 醒我要努力Ҹӂ
fashion, working with Bloomingdale’s at the start of his marketing and advertising career. “I came from an in-house creative role from my prehistoric days at Bloomingdale’s. We had a very powerful in-house team at that time.” As such, joining Fast Retailing in 2014 was almost like coming full circle for him. At school, he studied visual communications under Swiss, German and English professors. “They were all very conceptual. But I am not a fine artist. I wish I was good enough to be one,” he says. So instead, he channels his creativity through his professional work and finds ways to solve problems, be it brand or business, all with his creative hat on. After studying visual communications, he took on a role as a journalist in New York. 8 M A R K ET I N G H O N G K O N G O C TO BER 201 6
Describing himself as a maverick, he says he has always enjoyed being involved in a range of tasks rather than being stuck doing one single job. Even in his current role as president of global creative, he is involved in a range of duties from creativity to retail to product and HR. “That’s exactly what I wanted. I have a hard enough time defining myself so I refuse to let other people define me – be it industry, company or people,” he says. Despite the number of brands under Fast Retailing, Uniqlo is the brand that takes up 80% of his time. Although having the title of a creative, Jay is heavily involved in the brand’s strategy and execution. He believes every great creative must be able to toggle both. “At Wieden+Kennedy, I would often say the greatest strategists, the greatest business
J a y 棭 梅 ⚽ ╙ 㟑 婬 䛛 䠓 㜿 ᾐ虇 ⢷ Bloomingdale朚ⷤ䠓⾑⧃㔷ひ╙ひ◙分㫼䚮㼾Ҹ Ӂ⢷♇巟〃⏜㎠㛗Bloomingdale䠓㟑↨虇㎠ 㙣₊⋻▇⋶扷䠓␄㊞分⃜虇㎠↠䜅㟑㙐㢘ᾏ㚾棭⿇ テ⪶䠓⋶扷⢧栙Ҹӂ ⡯㳳虇2014〃䡮慔摆桕⢧╾岑䠓惘⤚ㄦ ⁴⢢䂎Ҹ ⢷ⴇ㦰婰虇㢍彮䗭⩺ҷㅆ⢚╙咀⢚䠓㛨㔗ⴇ兡 嬥孉≂宙憨朏屁䮚Ҹ 尹處Ӂ↠抌㞾棭⿇㬑ㆄ㻍虇⃕㎠ᾜ㞾ᾏ⃜坬 姢ⵅҸ㎠抌⾛㢪劌㢘憨㮲䠓⪸幵Ҹӂ ⡯㳳虇 惘䉉憞 懝⌅ 㫼 ⽴⃫ℕ䠋㕽䠓␄ ㊞虇㐍㝈㹤孲㸉⛞槛虇䊰履㞾♐䏛戓㞾㫼⑨虇抌 㞾䠓␄㊞∠⃫Ҹ ⴛ㎟嬥孉≂宙屁䮚ㄛ虇⢷亟亓䜅弆―宧冔Ҹ 尹處Ӂ㎠䠓冐杕抌㞾佷悾虇㏏⁴㜖⳦╙⢥䏖㞾 ⦉㢻㳴Ҹӂ ㄭ 憨 ₌⽴⃫ ᾼ―孲 ⎿ ⬑ ⃤ ⶖ ⋸ 冔 ▗ 军 䉉 ᾏҸᾜ Ὶ ㄛ虇 廿 懁 ― 梅 ⚽ ᾥ 䛛虇 ⋴ Wieden+Kennedy虇厖Nike♐䏛▗⃫虇⋸冔抌㞾⾑ ⧃㔷ひ╙ひ◙姛㫼㢏榎⠈⠈䠓▜⳦Ҹ 尹處Ӂ⬑㤫ᾏ桊帢㢘Ῥ㨬ᾜ▛䠓☌虇㎠孉ㄦ卹 ⾀⢷㢘䚮Ὶ〃⾁⋷扷伢㴆懝Ҹӂ ヱⵈ卹⾀㞾ᾏ↚䐈䱚䓷姛䠓⁉虇卹⾀ㄏㄏ✫㳰 怺⌋⪩分虇⪩㝋⡿⢷ᾏ↚✽ᾏ䠓₊⑨Ҹ⊧䴰䖍㟑 䠓分⃜㞾␄㊞俌婐虇⃕怺⌋␄㊞ҷ梅⚽ҷ䚱♐╙⁉ 幖䀟⪩榔分⑨Ҹ 尹處Ӂ憨㳲㞾㎠㊂嬐䠓Ҹ㎠䊰㹤䉉卹⾀⃫⎉ᾏ ↚儸虇㏏⁴㎠㑡令崢⌅⁉㎠⃫⎉㝆虇䊰履 㞾姛㫼ҷ⋻▇戓㞾⁉Ҹӂ ⊧䴰慔摆桕⢧㝦ᾚ㢘⪩↚♐䏛虇⃕⊹姲〺䠓㫼 ⑨⃣㙩―⋺㎟䠓㟑朢Ҹ⊧䴰榑嗦ᾏ↚␄㊞俌婐䠓 榼搫虇⃕Jay╒厖ㄗ⪩♐䏛䳥␒╙⦆姛䠓⽴⃫Ҹ尜 䉉虇㵞ᾏ↚⇘⪶䠓␄㊞虇ㅔ榗劌⪯厖⋸冔‡䢇仟▗Ҹ 尹處Ӂ⢷Wieden+Kennedy䠓㟑↨虇㎠⿇尹㢏 ⇘⪶䠓㎿䛴ⵅҷ㢏⇘⪶䠓ₐ㫼ⵅ虇ⷀ㞾␄⃫⁉虇㢏⇘ ⪶䠓⛕㫼孲㸉㝈㧗K㍘⛕ᾏ■㞾▛㟑⌆∨䳥䛴╙␄ ㊞ㆬ似䠓␄⃫⁉虇憨΅㞾㎠➦寵⢷⊹姲〺⋶扷䖍 䠓‚Ҹӂ ⃕姷䫉虇㞾䊰╾╥䠓⡯亯Ҹ䚮朆㝋ᾏ↚ ᾼ⢚䮊㶠ⵅ〼虇尜䉉䳘▛㝋☋◇Ҹ ⛞處Ӂ㎠ℕ尹憨ㄗ卹䋅虇ⷀ≞⁉嬐▒橾ᾏ㮲虇 ⃯䊰榗㕟挡㎠嬐Ҹ柳―虇㎠戓梏嬐䚩灋虚ӂ 屖╙㢍⢷う⥝䠋姷䠓ᾏ㲰杫㝋␄㊞䠓䶰⧀虇 姷䫉⎕›―ⓐ↚㐏⽶虇⌅ᾼ⋸↚㞾Ҹ⃕ㄛℕ 䜅䢚⎿⌅⁉⎕›⎿佁ᾙ䠓⧀㟑虇䠋䖍╹⏸ᾚ ⋺↚㐏⽶Ҹ Ӂ㎠䠋䖍↠⎹㾪―⋸埤㎠姷䫉㞾ㅔ榗䠓 ⢿㝈虇㎠㊂ㄗ⪩⁉㎥␄⃫⁉ℕ尹虇姷―柜⃝ 䚮㻊幹亯Ҹӂ Ӂ⃕䜅⃯㢘〇⎉₊ᾏ₌㝱㞾分㫼╗㞾⮪㮑䠓分 ⃜㟑虇ⷀ㢒崙㎟ᾏ䮽䊰㳱⨒䠓㿃㷑虇卹卹䋅䋅ⅎ 㢒Ҹӂ ◪Ḷ⇚ᓯᠾ 桱朚ひ◙䛛Jayℕ尹ᾜⵈ㞢虇ⶳ⌅卹1997〃弆虇 ᾏ䢃㛗Wieden+KennedyҸ姷䫉虇㝴㢻ㄗ⪶䮚 〵ᾙ㞾䠓䠋彰⢿Ҹ Jay⪶亓㝋2000〃⎬屎ㄏ㝴㢻虇䜅㟑⌅ⴱ㏅Nike ら峿⌅⋻▇⢷䜅⢿朚宼愵‚埤Ҹ嬹卹㙣弆憨↚₊ WWW. MARK E TING-IN TE RAC TI VE . C OM
人物專訪
PROFILE
minds, were the creative people. The greatest business solution providers have been creative people who think strategically and creatively at the same time – this is what I am trying to do internally at Uniqlo,” he says. But nothing, he says, substitutes hard work. Growing up with immigrant Chinese parents, for him working hard is synonymous to breathing. “It comes naturally to me. It’s like the food you eat. You don’t have to talk to me about working hard. What else would I need to do?” he asks. Recounting a presentation he once gave at Cannes on creativity, he says of the 10 tips he shared, two were about working hard. But later when he saw it shared online by others, it had been cut to eight tips. “I saw people edit out those two points where I said working hard is a must. I think to many people or creatives, the idea of working hard means diminishing the quality of life. “But if you can be in a position where you are fortunate to have your vocation and vacation overlap, it would be like feeding this insatiable appetite. Working hard would come naturally.” Leaving the ad world Leaving the ad world wasn’t easy for Jay – especially after having worked at Wieden+Kennedy since 1997. Japan, he said, had a lot to do with his success. Jay headed to Japan around the early 2000's when his clients at Nike suggested the agency open up an office in the country. He personally took up the project and wanted to set the wheels in motion. After the first day of pitching the agency to potential hires, he found his perfect candidate. “I told Dan Wieden, ‘I have found the perfect candidate – me.’ I was sitting there doing the sell story saying this is going to be amazing when I asked myself, ‘what was I doing?’ I wanted that job.” The dream was then to make the Japan office the hothouse of the agency. The office that could do and build things none of the other offices could. But at the same time, the Amsterdam, London and Portland offices were all doing extraordinary work with clients. Hence, Jay had a huge responsibility to ensure the Japan agency remained experimental. “Hopefully history will say I lived up to it and I achieved it in the Tokyo office,” he laughs. But he admits as much as he loved Tokyo, it wasn’t the easiest city to work in. Competition was tough and western competitors were not always viewed to be respectful of Japanese culture. Jay wanted to change that. He wanted Wieden+Kennedy to be the western-owned WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
agency that truly respected Japanese business and culture. “I didn’t want to be just another company that takes money out of the country and into the mothership,” he says. As such, his first goal was to get Japanese clients and that’s how he built a relationship with Fast Retailing’s president Tadashi Yanai. Jay confesses Yanai tipped the balance for him to leave the world of advertising. Jay’s exit from the ad world was completely hush-hush. Only the top partners of Wieden+Kennedy knew of his impending exit. But when the world finally got to hear of his departure from the company, the news resonated globally. Recounting the day, Jay says Yanai and the team at Fast Retailing had initially called a press conference to talk about creativity and innovation. “Most journalists were probably tired of hearing about it and thinking why do we have to go to this,” Jay says. But this time they were in for a treat. As the day progressed, Yanai, in a declaration of making his vision a reality, unveiled the hiring of Jay. “When he made that announcement, I had already typed out a long email to send to the staff of Wieden+Kennedy. As I stepped onto the stage, I hit the send button and the message was delivered to all the Wieden+Kennedy folks.” That marked the end of his agency days and his entry back to the world of retail. But, of course, having had experience on both sides helps him to be a better client. Jay spent the entirety of his first year over on the client-side trying to be a better client. He believes it is incredibly important for clients to understand and know great work when they see it. “As clients, we need to know great work. Don’t ask the agency to do great work when you can’t see it. Being from the agency side, I would bite my tongue when my clients were berating me, but I wanted to ask them if they could recognise great work. Agencies should stand up to clients for the right reasons.” Going back to his agency days, he said one of the most memorable relationships he had was with Mark Parker, CEO of Nike. “We were known to fight and have rough days. But I said to Mark once that even on our worst days he is still one of the best clients because when his team comes to the table they want great work, they want nothing less than the greatest creativity,” he says. “Great creatives and clients may disagree over the concept, but they don’t disagree that they want great work. So, don’t be passiveaggressive, and put your passion on the table. It is good to argue.”
⑨虇⾛㢪㎟䉉朚彾⋗摡Ҹ伢懝䲻ᾏ⪸懙尹⋻▇懁 姛㑪凧ㄛ虇䠋䖍―ㅒ䡽ᾼ䠓ⴛ儝⁉戇Ҹ Ӂ㎠◙寃Dan Wieden㎠⾁伢㐍⎿―㢏ℂ⁉戇虇 戲ⷀ㞾㎠Ҹ㎠⣟⢷戲婰㔷摆㛔‚虇ᾏ戙尹嗦ᾏ⎖ⶖ 㢒㢘⪩⬌虇ᾏ戙⛞卹⾀⎿〤⢷⇩䚩灋虇㎠㊂嬐戲₌⽴ ⃫Ҹӂ 憨↚⪱㊂样ㄛ㝴㢻愵‚埤㎟䉉封ひ◙⋻▇䠓 䀺ⴳ虇封愵‚埤劌⪯䖍╙㏢憯⌅愵‚埤䊰㹤⇩ ⎿䠓‚Ҹ⃕厖㳳▛㟑虇柎⭕㜾䐈Ὲҷ↺㛵╙㹱䐈垼 䠓愵‚埤‵䉉ⴱ㏅媌⃫⎉⊹䭏䠓⃫♐Ҹ⡯㳳虇Jay券 帯弆㝴㢻愵‚埤個倛劌⪯懁姛▓䮽毦䠓捜₊Ҹ 䲠尹處Ӂ⾛㢪㴆▁㢒寤⊈尹㎠㸡㢘愫帯憨↚㢮 㢪虇䉉㤀※愵‚埤䖍―憨ᾏ灭Ҹӂ ⃕΅㐎尜虇俀䋅䍀㊪㤀※虇⃕⢷憨↚⥝⾑⽴ ⃫ᾏ灭抌ᾜⵈ㞢Ҹ䜅⢿䠓䲅䎼䅏䉗虇军嬎㝈䠓䲅䎼 ㏚ㄏㄏ娺嬥䉉ᾜ捜㝴㢻䠓㜖⒥ҸJay⾛㢪㛈崙䜅 㟑䠓䖍䑏虇⾛㢪 Wieden+Kennedy劌㎟䉉ᾏⵅ䢮 㳲捜㝴㢻ₐ㫼╙㜖⒥䠓嬎㝈㯮㭚Ҹ 尹處Ӂ㎠ᾜ㊂㎟䉉╵ᾏⵅ╹㞾⢷䜅⢿庉撱虇䋅 ㄛⶖ撱㛅㴇㵜⋻▇䠓ₐ㫼Ҹӂ ⡯㳳虇䠓䲻ᾏ↚䡽㮨㞾䎼╥㝴㢻ⴱ㏅虇‵⡯ 㳳厖慔摆桕⢧俌婐㦂․㳲仟佲Ҹ Jay⣵㐎虇㦂․㳲㞾桱朚ひ◙䛛䠓Ὴ⡯Ҹ Jay桱朚ひ◙䛛㞾ᾏ↚ⴛ⋷Ⅼⵕ䠓姛⑤虇╹㢘 Wieden+Kennedy䠓㢏汧亩⎴▗⃫⪴䥴懢│ⶖ 憏⎉Ҹ⃕䜅⋷ᾥ䛛仑㝋䔁㈘嬐桱朚⋻▇㟑虇㼗ㇾ⢷ ⋷䖒イ弆憃榎Ҹ ⡭㊂䜅㝴虇Jay姷䫉㦂․㳲╙慔摆桕⢧䠓⢧栙㢏 ⎬╹㞾尹╻朚ᾏ↚㜿凭䠋⾒㢒虇宝履␄㊞☛␄㜿Ҹ Jay尹處Ӂ⪶⪩㜇宧冔╾劌刌匸―虇㊂卹⾀䉉⃤ ᾏ嬐⎉⾼Ҹӂ ⃕憨ᾏ㲰虇↠ㄦ⎿䠓㞾ᾏ↚毩✫Ҹ样嗦䠋⾒㢒 朚⭚虇㦂․㳲䠋姷刁㞝虇㒖䠓槧㟾崙㎟䖍虇ⴲ ⾒Jay䠓䡮Ҹ Ӂ ⴲ⾒䠓㟑 ↨虇㎠⾁伢⬌ ᾏ ⶐ朆 朆䠓梊 抄虇䀥 ∨ 䠋 仵 Wieden+Kennedy 䠓♰⽴Ҹ䜅㎠ᾏ 從ᾙ╿虇㎠ⅎ 㒘ᾚ䠋 憐 攄虇宙ㇾ 䱚 │䠋 憐 仵㏏㢘 Wieden+Kennedy䠓▛‚Ҹӂ 憨㮨尛嗦⢷ひ◙⋻▇䠓䚮㼾仟㣮虇⌜㲰懁 ⋴梅⚽䠓ᾥ䛛Ҹ ⃕䜅䋅虇⋸㝈棱䠓伢毦抌㢘㎟䉉ᾏ↚㢃⬌ 䠓ⴱ㏅ҸJayⶖ⌅䲻ᾏ〃⋷〃䠓㟑朢抌䚷㝋㎟䉉ᾏ↚ 㢃⬌䠓ⴱ㏅虇尜䉉ⴱ㏅䢚⎿⃫♐㟑虇劌⪯―孲╙峧 ⎴⎉䜅ᾼ䠓⊹䭏Ὶ埤㞾棭⿇捜嬐䠓Ҹ Ӂ⃫䉉ᾏ↚ⴱ㏅虇㎠↠梏嬐峧⎴⎉⊹䭏䠓⃫♐Ҹ ⬑㤫ᾜ劌⪯䢚⎉憨ᾏ灭虇ⷀᾜ嬐嬐㷑ひ◙⋻▇媌⃫ ⊹䭏䠓⃫♐Ҹ⃫䉉ひ◙䖕ᾏ㝈㟑虇ⴱ㏅客㜴㎠㟑 ㎠㢒ㅜ㶲▭刁虇⃕㎠㊂╜⛞↠㞾▵䥴懢⃤岑⊹䭏 䠓⃫♐Ҹ㢘▗䖕䖕㙩䠓尀虇ひ◙⋻▇㍘╜歐ⴱ㏅Ҹӂ ⡭㊂⢷ひ◙⋻▇䠓㝴ⳟ虇尹㢏桲ㅧ䠓㞾厖 Nike姛㛎俌婐Mark Parker䠓杫⅑Ҹ 尹處Ӂ䣍㏏◷䥴㎠↠㟑㢘䎼㑦虇ㄋ㳳䢇埤ㄦᾜ ⪹⬌虇⃕㢘ᾏ㲰㎠彮Mark尹虇│ℎ⢷㎠↠杫⅑㢏㉰ 䠓㝴ⳟ虇ℬ䋅㞾㎠㢏⬌䠓ⴱ㏅Ὶᾏ虇⡯䉉䜅䠓 ⢧栙彮㎠↠朚㢒㟑虇↠㊂嬐䠓㞾⊹䭏䠓⃫♐虇 ↠╹嬐㢏⎉吁䠓␄㊞Ҹӂ Ӂ⎉吁䠓␄⃫⁉厖ⴱ㏅╾劌㢒⢷㬑ㆄᾙ㢘㊞嬚 ⎕㳶虇⃕↠抌㞾⾛㢪媌⃫⎉⊹䭏䠓⃫♐Ҹ⡯㳳虇ᾜ 嬐⃫㼗㬄㛊㙙虇朚㢒䠓㟑↨ᾜ⬷ⶖ⃯䠓䍀尯姷䖍⎉ ℕ虇䎼履㞾ᾏ₅⬌‚Ҹӂ OCTOB E R 2 016 MARK E TING HO N G KON G 9
BRANDED CONTENT
Back in the days when online marketing was still new to the market, automakers used to employ traditional offline media such as print ad or outdoor billboard to advertise their newly launched vehicle merely because online marketing was widely seen as extra horsepower that few knew the tricks to harness. Automakers then banked on traditional media with generous investment, only to realize later that they actually had no clue about whether leads had successfully converted to showroom sales, leaving them with a grief of the avoidable wastage of their marketing dollars. Thanks to the ever-evolving digital technology, nowadays every marketing penny can be justifi ed with close and regular monitoring of their marketing campaign performance in terms of conversion rate, view-through-rate (VTR), and click-through rate (CTR), to name a few. Chan says he finds no surprise that online marketing shifts into high gear in driving performance of automakers’ marketing campaigns, not only because of its ROI accountability but also its unique competence of locating specific target customers accurately. “To catch the right fi sh, you have to use the right bait and the right tool. Let’s imagine audience targeting as fi shing with a spear, allowing marketers to penetrate the right demographic group with content relevant to them. With big data analytics technology, you spear out not only one, but millions at a time to enhance both effectiveness and effi ciency of digital campaign,” Arthur says.
1 0 M AR K ET I N G H O N G K O N G O C T O BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
BRANDED CONTENT
Mobile users can click to call the showrooms straightaway, or register online by clicking the ad for requesting a test drive.
1. Audience Targeting With the vast foundation of big data, audience targeting can narrow down potential buyers by developing a profi le of a likely consumer based on data gathered through their past behaviors. It is much more cost-effective to gear automakers’ marketing campaign towards their target market than trying to reach a mass audience with traditional media.
scenario targeting can allow automakers to create a scenario in which, for example, during day time, the content will drive near-by traffic to visit the car show or register a test drive; during night time, more location options will be activated through Wi-Fi targeting to expand the ad’s exposure, aiming at penetrating more potential buyers.
2. Location-based Service (LBS) Technology When automakers’ target groups are within the area of the showroom or roadshow venue, real-time data processing will work to differentiate the right target audience, preferably with purchase history, and shoot location-based ad to prompt their interests – a perfect example of using the right tool and the right bait.
4. Ad Experience With the advanced ad technology, more creative executions, such as interactive HTML5 interstitial and auto-play mobile videos, enable automakers to enhance ad experience to attract audience’s eyeballs as well as opening up an extra channel for broadcasting the video other than YouTube. Other creative optimizations such as “click to call” and “save to calendar” also play an indispensable role in shortening the mobile ad conversion funnel, hence effectively channeling the virtual traffic
3. Scenario Targeting Leveraging the synergy of location, time, connection type, device’s language,
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
of high potential buyers to the physical showroom to attain the ultimate goal of converting leads to transactions. Data as a Strategic Asset Apart from the numbers and hard facts about ROI, soft intelligence such as consumer behavioral insights can be also derived from the accurate and reliable demographic data managed by Data Management Platform (DMP). “We observe that traditional advertising media is gradually losing its edge in substantiating their performance, that is to provide measurable ROI, not to mention tangible results such as sales leads generated for their clients as well as audience behavioral data collected during the campaign for building clients’ own mobile CRM database,” Arthur says. After all, showroom footfall and transactions are still important measures to evaluate the effectiveness of an automotive marketing campaign.
OCTOB E R 2 016 MARK E TING HON G KON G 1 1
快拍
SNAPPED
Uber Hong Kong’s 2nd anniversary DATE: 29 July VENUE: Qube at PMQ 1 Guests give a thumbs up to the night. 2 An evening of drinks, canapés and cheerful faces. 3 Business magnate Allan Zeman (left) and Kenneth She, head of Uber Hong Kong.
1
2
4 Uber staff members celebrate an important milestone of the company.
3
4
hmv PLAY grand launch DATE: 18 August VENUE: hmv Causeway Bay flagship store 1 K-pop singer Sam Kim. 2 Local singers Jason Chan (left) and Phil Lam. 3 Guests and celebrities posing for a photo. 4 Participants enjoying the live music.
1
3
1 2 M AR K ET I N G H O N G K O N G O C T O BER 201 6
2
4
WWW. MARK E TING-IN TE RAC TI VE . C OM
快拍
SNAPPED
Tiffany & Co – “The Making of the New York Minute” watch exhibition DATE: 24-30 August VENUE: Landmark atrium, Central 1 (From left): Celebrities Wyman Wong, Jun Kung and Eric Kwok. 2 Singer Bianca Wu belts out a song. 3 Socialites Thierry and Ingrid Mandonnaud.
1
3
2
4 The watch exhibition.
4
Centrestage DATE: 7-10 September VENUE: Hong Kong Convention and Exhibition Centre 1 The inaugural Centrestage fashion event was organised by the Hong Kong Trade Development Council. 2 Guests join in a toast at the opening cocktail reception. 3 The four-day fashion event gathered some 200 fashion brands from 20 countries and regions to showcase the latest designer collections.
1
2 4 Actress Rosamund Kwan fronted the MOISELLE fall/winter 2016 fashion show.
3
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
4
OCTOB E R 2 016 MARK E TING HO N G KON G 1 3
MARKETING PRESENTS
1 4 M A R K ET I N G H O N G K O N G O C TO BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
How did we achieve this? The media rankings were derived from questions in Marketing’s annual Media Spend Benchmarking Survey. Marketing employed an online questionnaire and surveyed its database of client advertisers and marketing services agency professionals. All answers given by respondents were considered by Marketing when finalising the rankings.
and another 34% were VPs or director-level marketers. Twenty per cent of the respondents from the agency side were CEOs, MDs or GMs, 35% were marketing personnel, while 25% were sales personnel. The remaining 20% were operations, creative and media personnel.
⁉♰虃ひ◙ⴱ㏅虄╙⾑⧃㔷ひ㢜⑨⋻▇⁉♰⡭䳣ᾏ ₌佁ᾙ⛞┆虇䋅ㄛҿMarketingӀ㧈㙩↠䠓䳣㧗 㜁㢏ℂⰡ汣▜✽Ҹ 汧幹亯䠓╦容冔 㢻㲰ӁⰡ汣㚾⎉⦉䀥屎㥴ӂ⌀㢘512⁉╒厖虇屎㥴仟 㤫⋔⎕╜㞯ひ◙ⴱ㏅䠓䢮㳲㸉䳥⁉ҷ⁴╙ℕ卹▓槭 ⾑⧃㔷ひ㢜⑨䠓ㄭ㫼♰㊞■Ҹ
Quality recipients and respondents A total of 512 respondents participated in the Media Spend Benchmarking Survey. Genuine advertising decision-makers and influencers across key agency-using industries were well represented as were agency professionals from various marketing services.
Advertisers from major and local international banks, FMCG companies, property and construction, IT and telecommunication firms, as well as those from travel and tourism companies, participated in the survey. Agency professionals across the marketing services spectrum were also well represented.
⡭䳣⛞┆䠓ひ◙ⴱ㏅ᾼ㢘弔懝80%ⷻ伢䖕亩㎥⁴ᾙ 㸉䳥⁉虇⌅ᾼ10%ⷻ㢏汧亩⎴䠓ひ◙ⴱ㏅榧ⷳ虇⒔ 㑻姛㛎俌婐ҷ⦆姛嗲‚㎥俌伢䖕虇╵㢘34%㞾⾑⧃ 扷⏾俌婐㎥俌䡲Ҹ
Over 80% of client advertiser-side respondents were manager-level decision-makers and above, with 10% from the most senior ranks of client advertisers – CEOs, MDs or GMs –
仟㤫⬑⃤䚱䚮虚 Ӂ〃〵㢏ℂⰡ汣ӂ㔡▜㞾㧈㙩Marketing Research〃〵Ⱑ汣㚾⎉⦉䀥屎㥴䠓仟㤫军 ҸMarketing Research戏屚⌅㜇㙩〺⋶䠓⾑⧃
╦容ひ◙ⴱ㏅ℕ卹▓↚Ὴ嬐姛㫼虇㽄噚㢻⢿╙⢚株 搏姛ҷㅺ憮㼗幊♐⋻▇ҷ⢿䚱䠋ⷤ╙㐎ら⛕ҷ幖宙 䭠㐏厖梊宙⋻▇ҷ╙㝔懙㫼䛛䳘虇仟㤫΅╜㞯▓槭 ⎴⾑⧃㔷ひ㢜⑨䠓ㄭ㫼♰㊞嬚Ҹ
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
⢷⡭䳣⛞┆䠓ひ◙䖕ᾼ虇20%㞾姛㛎俌婐虇35% 㞾⾑⧃㔷ひ⁉♰虇25%㞾摆⚽⁉♰虇檧ᾚ䠓20%㞾 ⦆姛⁉♰ҷ␄⃫⁉╙Ⱑ汣⁉♰Ҹ
OCTOB E R 2 016 MARK E TING HON G KON G 1 5
MEDIA REPORT 2016
SEARCH No.1
Yahoo
No.2
Google Google Hong Kong holds its spot as runner-up in the Search category for 2016. The search engine has just announced the launch of a feature called “Shop the Look”, which brings outfits posted by fashion bloggers into search results in the US. The feature will be integrated with its shopping campaign ad product, and will soon be rolled out in different markets. Google欨㾾䯸ⴗ2016〃㖫佁䱨仓⎴䠓恜⃜僽Ҹ封㖫佁䱨⏪ⴲ⾒⢷儝⢚㔷⎉ᾏ榔▜䉉 ӁShop the Lookӂ䠓㜿劌虇ℎ䚷冔⢷Google㖫㟑虇劌䢃㔴槾䫉㟑ⶩ佁尛ⓩⴱ䠓䰎㖼䋶䏖仟 㤫Ҹ封劌ⶖ仟▗⌅庋䏸ひ◙䚱♐虇ㄗㅺ⢷ᾜ▛⾑⧃㔷⎉Ҹ
Yahoo Hong Kong has been crowned the winner once again in the Search category. In the eye of Hongkongers, the platform is the home for search, news, e-commerce, music, movies, sports and more. In July, Yahoo Hong Kong launched a new online F&B magazine “Yahoo Food” calling on foodies to search for gourmets foods in the city. 桔埝欨㾾⌜㑣榼䷛㎟䉉㖫佁䱨仓⎴䠓⌯恜ㄦῊҸ⢷欨㾾⁉ 䣋ᾼ虇桔埝㞾桕㖫亱ҷ㜿凭ҷ佁ᾙ庋䏸ҷ概㮑ҷ梊ҷ汣剁䳘幖 宙㝋ᾏ怺䠓佁䱨Ҹ⁙〃ᾒ㢗虇桔埝欨㾾㔷⎉⋷㜿䠓佁ᾙ檁橮桫 尛ӁYahoo Foodӂ虇戏屚儝橮㊪⬌冔ᾏ▛⎿埤㖫儔⥝ᾼ儝橮Ҹ
No.3
Baidu Baidu secures third place this year. The Chinese internet search giant is one of the mainstays of China’s digital landscape. It had more than 667 million mobile search monthly active users up to June this year. Apart from its web search products, it also had 80 million Baidu wallet-activated accounts at the end of June 2016, an increase of 131% year-over-year. 䠍〵⁙〃個倛䯸⃣Ⳳ恜⃜僽Ҹ憨↚‡凾佁㖫佁䱨㞾ᾼ⢚㜇䩋⽷榼Ὶᾏ虇㎹厂⁙〃⋼㢗虇⌅㵞㢗㏚ 㯮㖫㻊怜䚷㏅⁉㜇弔懝6. 67⊓Ҹ柳㕟K㖫亱㢜⑨⪥虇䠍〵撱⒔㝋㢻〃⋼㢗〤䠓䚷㏅㜇䡽‵懣厂 8,000喻虇㒘〃⨭朆131虀Ҹ
SOCIAL MEDIA No.1
No.2
Instagram With some 500 million users globally, first-timer Instagram snags second spot. Last September, the photo-sharing network enabled advertisers to run ads in the Hong Kong market. This May, it made a big decision to change its skeuomorphic app logo to a simpler and flatter design. 㙐㢘⋷䖒亓500喻▜䚷㏅虇Instragram欥㲰⫹ㄦ䲻‛⃜Ҹ╊〃Ῥ㢗虇封䢇 䏖⎕›。╿崢ひ◙ⴱ㏅⢷欨㾾⾑⧃⎙䠊ひ◙Ҹ⁙〃‣㢗虇封。╿⃫⎉捜⪶ 㸉虇ⶖ⌅㮨尛㕪㎟㢃䶰㯇䠓宼宗Ҹ
No.3
YouTube Crowned the winner once again in the Social Media category is Facebook. The live video race heated up in social media earlier this year. Facebook inked multimillion dollar partnerships with media companies and celebrities globally to create video content for its live-streaming service. Facebook⌜㲰䠊ᾙ䫍″Ⱑ汣仓⎴䠓䲻ᾏ⃜Ҹ䫍″Ⱑ汣䢃㘼 䏖⪶㎿ⓖ䀺虇⁙〃⎬虇Facebook彮⪩ⵅⰡ汣㯮㭚╙⋷䖒▜⁉ ䷌宑⊈⇋㜇䠍喻⋒䠓▗⃫ⓣ峿虇䉉媌⃫⌅│㟑䏖⋶ⵈҸ 1 6 M A R K ET I N G H O N G K O N G O C TO BER 201 6
YouTube finishes third in this category once again this year. The video platform is localised in 88 countries and claims to have more than one billion users. Last year, it launched its paid subscription service, YouTube Red, where subscribers can watch videos without ads. YouTube⁙〃⌜㲰䯸ⴗ䲻ᾘ⃜Ҹ封䏖。╿嬕噚88↚⢚ⵅ虇刁䯀㙐㢘弔懝ⓐ⊓䚷㏅Ҹ╊〃虇封 。╿㔷⎉㛅幊宑杀㢜⑨YouTube Red虇崢幊䚷㏅╾徂懝ひ◙㛅䢚䏖Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HO N G KON G 1 7
MEDIA REPORT 2016
LOCAL BUSINESS & FINANCE No.1
HKET.com
No.2
HKEJ.com HKEJ.com holds second place this year. Launched in 2008, the Chinese business newspaper website provides financial, investment, start-up businesses and lifestyle news. It provides the stock analysing tool, stock360, which includes real-time stock quotes, charts, information on IPOs, world market indices and currency prices. ⅰ⧀佁䱨⁙〃⃣㙩䲻‛⃜Ҹ㎟䱚㝋2008〃虇憨↚ᾼ㜖帰伢⧀亨佁䱨㕟K捠夜ҷ㐤幖ҷ㜿␄ₐ㫼╙ 䚮㻊幖宙Ҹ封佁䱨▛㟑㕟K到䫷⎕㤟⽴⌆Stock360虇䜅ᾼ⒔㑻㟑到䫷⧀⊈ҷ⎕㤟⢥姷ҷ㜿到尜 庋幖宙ҷ⋷䖒⾑⧃㒖㜇╙帷⿲Ⓘ⊈Ҹ
No.3 HKET.com secures top spot in the Local Business & Finance category. The website provides the digital edition of the Hong Kong Economic Times and is equipped with real-time news and commentary. The company has been actively pushing its topical content site TOPick that features the latest news and talk-of-the-town stories. 欨㾾伢䅮㝴⧀佁䱨䯸ⴗ㢻⢿⛕㫼帰伢佁䱨仓⎴䠓⌯恜ⶅ〶Ҹ 封佁䱨㕟Kҿ欨㾾伢䅮㝴⧀Ӏ䠓梊ⳟ⧀ҷ│㟑㜿凭╙寤履Ҹ封 ⋻▇‵䯜㬄㔷ひ⌅槛⋶ⵈ佁䱨TOPick虇⧀㢏㜿㜿凭㼗ㇾ ╙⥝ᾼ䍀尀Ҹ
AASTOCKS.com AASTOCKS.com finishes third in the category this year. The financial website delivers realtime and global financial information and analytical tools through innovative technology on websites and mobile platforms, covering Hong Kong shares, US shares, forex and funds, etc. The number of visitors to its website and mobile platform has exceeded 3.8 million and 1.5 million respectively each month. 柎ㆬ懣⋚帰伢佁⁙〃⫹ㄦ䲻ᾘ⃜Ҹ封帰伢佁憩懝佁䱨╙䮊⑤。╿䠓␄㜿㐏姢虇㕟K│㟑╙⋷䖒捠 夜幖宙╙⎕㤟⽴⌆虇㽄噚㾾到ҷ儝到ҷ⪥Ⓘ╙⦉捠䳘宙ㇾҸ⌅佁䱨╙㏚㯮。╿㵞㢗容ⴱ⁉㜇⾁⎕⎴ 䰐䧃380喻╙150喻Ҹ
INTERNATIONAL TRAVEL No.1
Expedia.com.hk
No.2
Tripadvisor.com Travel planning and booking site Tripadvisor. com finishes in second place this year. The site operates in 48 markets worldwide and claims to reach 350 million average monthly unique visitors. Last month, it redesigned its home page with new features such as product pages and videos. 㝔懙宗␒╙榟宑佁䱨Tripadvisor.com⁙〃㬽䠊䲻‛⃜Ҹ封佁䱨⢷⋷䖒48↚⾑⧃䍮懚虇刁䯀㵞 㢗。⣖䓷䱚容ⴱ⁉㜇懣⎿3.5⊓Ҹᾙ㢗虇封佁䱨捜㜿宼宗⌅Ὴ榐虇㜿⨭㝔懙㟾灭䚱♐榐棱╙㟾灭⁚ 仈䏖䳘㜿劌Ҹ
No.3 Expedia has once again come out on top in the International Travel category. The US online travel giant claims to attract an audience of 40 million monthly worldwide unique visitors. Locally, the portal carries more than 282,000 hotels, 400 airlines and offers different travel packages for customers. Expedia⌜㲰㎟䉉⢚株㝔懙佁䱨仓⎴䠓⌯恜Ҹ封儝⢚佁ᾙ㝔 懙。╿刁䯀㵞㢗◇イ⋷䖒4,000喻䓷䱚容ⴱҸ㢻⢿㝈棱虇封 佁䱨䉉槶ⴱ㕟K28.2喻⪩ⵅ拡〦ҷ400ⵅ厹䰉⋻▇幖宙╙ᾜ ▛䠓㝔懙⫦䫷Ҹ 1 8 M AR K ET I N G H O N G K O N G O C T O BER 201 6
Zuji.com Zuji.com drops to third place in 2016 from second spot last year. It recently unveiled its new brand theme, “search, discover and share”, which included the launch of the Hong Kong-specific Zuji blog and travel video clips that provides local travel bloggers the opportunity to share their experiences with readers. Zuji.com䛀╊〃䲻‛⃜ㄽ彛厂⁙〃䠓䲻ᾘ⃜Ҹ封佁䱨㢏慠⁴Ӂ样㖫军 䠋䖍ӂ䉉♐䏛㜿㝈■虇㔷⎉▜䉉Ӂ䠋䖍扷嗌ӂ䠓Zuji Blog虇⎙悘㝔懙ⓩⴱ 䠓㜖䱯虇Ὴ槛⢜俭ᾜ▛⢿㝈㾀〵㝔懙╙ⵛ㢘㊞儸䠓㝔懙㛔‚Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HON G KON G 1 9
MEDIA REPORT 2016
LIFESTYLE No.1
OpenRice.com
No.2
Timeout.com.hk Launched in 2008, Timeout.com.hk covers a wide range of lifestyle topics from wine to dining, shopping to travel and music to art, by giving the audience the best in recommendations and reviews. The global online platform is in 107 cities and visited by 40 million people every month. ㎟䱚㝋2008〃虇Timeout.com.hk佁䱨㽄噚ひ㹪㟑ⶩ䚮㻊⋶ⵈ虇⒔㑻檟檁ҷ庋䏸ҷ㝔懙ҷ概㮑ҷ坬姢 䳘虇䉉孏䣍㕟K㢏ℂ䠓ら峿╙寤⊈Ҹ封⋷䖒佁ᾙ。╿嬕噚ᾥ䛛▓⢿107↚⥝⾑虇㵞㢗容ⴱ⁉㜇汧懣 4,000喻⁉㲰Ҹ
OpenRice secures top spot for the second year in the Lifestyle category for 2016. The local-based online restaurant database and review service, which was sold in 2007 to JDB Holdings, covers nine markets in Asia. The portal has more than 40,000 restaurants in Hong Kong, categorised by cuisine, district, average spending per person and more.
No.3
Hypebeast.com.hk
OpenRice憲倛⋸〃⫹㟑ⶩ䚮㻊佁䱨仓⎴䠓䲻ᾏ⃜Ҹ憨 ↚㢻⢿檟も㒖ⓦ╙橮寤佁䱨㝋2007〃䔁JDB Holdings
Breaking into the top three in the category is hypebeast.com.hk, an online destination for contemporary fashion and street wear. The platform covers topics such as fashion, art, design and music, and has a global reach of more than 3.7 million visitors each month.
㛅庋虇厂⁙㫼⑨⾁嬕噚Ῥ↚㻁⢚ⵅ╙⢿ⓏҸ封佁䱨㕟K 弔懝40,000ⵅ欨㾾檟も䠓幖宙虇㒘⢿Ⓩҷ⁉⣖㼗幊䳘⃫ ⎕槭Ҹ
⁙〃㏢⋴㢻仓⎴ᾘ䛁⃜僽䠓㞾䃽㻐㢜婬╙姦榼姲嗦佁䱨hypebeast.com.hkҸ封佁䱨㽄噚㟑婬ҷ 坬姢ҷ宼宗╙概㮑幖宙虇㵞㢗㔴宇⋷䖒弔懝370喻⁉㲰Ҹ
MEN No.1
hk.mensuno.asia
No.2
Esquirehk.com Second place goes to Esquirehk.com, a digital extension of the magazine Esquire owned by SCMP Hearst. The platform targets an intelligent, sophisticated audience of men by keeping the readers current in the world of style, culture, women, technology, food and sports. The video channel on the website, Esquire TV, features product review videos and exclusive interviews. 䲻‛▜䛀Esquirehk.com⫹ㄦҸ⃫䉉SCMP Hearst 㝦ᾚҿ▪ⳟ桫尛Ӏ䠓佁ᾙ䏗虇封。╿⁴䤎 㠉╙汧♐☂䠓䛆ㆶ孏䣍䉉䡽㮨虇㕟K㟑ⶩҷ㜖⒥ҷ⬂ㆶҷ䭠㐏ҷ橮♐╙懚⑤䳘䃽㻐幖宙Ҹ封佁䱨 䠓䏖槊懢Esquire TV㕟K䚱♐寤⊈䏖╙䓷ⵅ容⧀Ҹ
Hk.mensuno.asia takes first place in the Men’s category. The digital platform provides a wide range of trendy topics such as fashion, wine, watches, automotive, travel, art, culture and celebrities across Hong Kong, Taiwan, China and Malaysia. The website also features video channel men’s uno TV. hk.mensuno.asia⫹⁙〃䛆ㆶ佁䱨仓⎴⌯恜Ҹ封㜇䩋。 ╿㽄噚ᾏ亊⎦欨㾾ҷ╿䇲ҷᾼ⢚╙欻ℕ嬎䠓䃽㻐尀槛虇 ⒔㑻㟑婬ҷ嗰喓拡ҷ㏚擅ҷ㸌恙ҷ㝔懙ҷ坬姢ҷ㜖⒥╙▜⁉幖 宙Ҹ封佁䱨‵宼㢘槛䏖槊懢men’s uno TVҸ
No.3
jmenplus.com Making it to the top three is jmenplus.com, a digital extension of the magazine J Men. With a brand concept “men in totality”, the platform covers almost every content from fashion to personal care and luxury to lifestyle. The platform targets social and workplace elites, and employs a strategy to use a simple and easy presentation. ㏢⋴ᾘ䛁⃜僽䠓!jmenplus.com㞾ҿJMEN by!㝼咘JESSICAӀ桫尛䠓佁ᾙ䏗Ҹ㌠坘Ӂmen in totalityӂ!䠓㬑ㆄ虇封。╿㽄噚⋷㝈⃜䠓⋶ⵈ虇⒔㑻㟑婬ҷ↚⁉崆䖕ҷ⫱℗♐╙䚮㻊♐☂Ҹ封。╿⁴ 䫍″╙分⧃乍咀䉉䡽㮨虇懚䚷䢃㔴╙㞢㼗⒥䠓㝈ゞ虇㾀⋴㾉⎉寽捚㢘杫⋶ⵈҸ
2 0 M A R K ET I N G H O N G K O NG O C T O BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
FREE Your essential guide to
Home · Wellness · Education · Activities · Holidays · Wealth Management
Out now! For further enquiries please contact Advertising and Marketing Director of Time Out Family Karman So (karman.so@timeout.com.hk)
www.timeout.com/hong-kong WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HO N G KON G 2 1
MEDIA REPORT 2016
LOCAL NEWS AND CURRENT AFFAIRS No.1
Apple Daily
No.2
SCMP.com Second place goes to SCMP.com once again. In April, after the completion of Alibaba’s acquisition, the publication removed its online paywall to make all digital content free. But it closed its Chinese-language website nanzao.com last month due to “resource integration”. 恜⃜僽⌜㲰䛀ⓦ啾㝸⧀佁䱨⫹ㄦҸ⁙〃⡪㢗虇柎捛⾃⾃㛅庋ⴛ㎟ㄛ虇ⓦ㝸佁䱨╥㼗㛅幊㮰ゞ虇㕟 K⋜幊佁ᾙ⋶ⵈҸ䋅军虇封桕⢧ᾙ㢗⦉㝋Ӂ幖䀟㜃▗ӂ┮⡯杫朘⌅ᾼ㜖佁䱨nanzao.comҸ
Apple Daily retains top spot for the fourth consecutive year in the Local News and Current Affairs category. To cater to audiences’ reading habits, it has revamped its Apple Daily Action News App that integrates all publications such as Apple Daily, Next Magazine, Eat & Travel Weekly and Ketchup into one single app. The news outlet claims it reaches 3.866 million unique visitors per month on mobile, which is the highest among the media industry. 垚㤫㝴⧀佁䱨憲倛⡪〃⫹ㄦ㢻⢿㟑‚㜿凭佁䱨仓⎴䠓⌯恜Ҹ 䉉慝▗孏䣍䠓杀崏兡㋲虇封佁䱨㔷⎉⋷㜿垚㤫⑤㜿凭㍘䚷䮚 ゞ虇ⶖҿ垚㤫㝴⧀Ӏҷҿ⪈◷⎙Ӏҷҿ檁橮䛆⬂Ӏ╙ҿKetchupӀ 仟▗▛ᾏ↚㍘䚷䮚ゞ⋶Ҹ封㜿凭㯮㭚刁䯀⌅㵞㢗㏚㯮䓷䱚容 ⴱ⁉㜇懣386.6喻虇㞾≂Ⱑ姛㫼ᾼ㢏汧Ҹ
No.3
HK01 Founded by former Ming Pao chairman Yu Punhoi, HK01 was launched with a mission to drive social change, restructure social values and drive media reform. Its website and Facebook fan page first debuted in late 2015. The weekly newspaper and mobile app launched in March. 䛀⏜㞝⧀Ὴ⾼”♐㼆␄䱚虇欨㾾01㎟䱚䠓䡽㮨㞾㔷⑤䫍㢒崙棸ҷ捜ら䫍㢒⊈⇋╙㔷⑤Ⱑ汣㛈棸Ҹ ⌅佁䱨╙Facebook丘企榐㝋2015〃ᾚ㝻䔖⋗㔷⎉虇⢷⁙〃ᾘ㢗⌜㔷⎉◷⧀╙㏚㯮㍘䚷䮚 ゞҸ
LUXURY No.1
HongKongTatler.com
No.2
Prestigehongkong.com Positioned as a luxury lifestyle and society magazine, Prestigehongkong.com takes second spot again in 2016. Targeting epicureans, the luxury news portal covers a mix of celebrities, culture, fashion, travel and high society. The publication is owned by the Germany-based media company Hubert Burda. ㅆ⢚⾒䏍懣≂Ⱑ桕⢧㝦ᾚ䠓汧亩䚮㻊桫尛佁䱨Prestigehongkong.com⁙〃䯸ⴗ䲻‛⃜Ҹ⁴㍑ㄦ 䚮㻊›╦䠓⁉⩺䉉䡽㮨虇憨↚⫱℗♐幖宙。╿䠓⋶ⵈ㽄噚▜⁉㞝㞮ҷ㜖⒥ҷ㟑婬ҷ㝔懙╙ᾙ㻐䫍 㢒㜿凭Ҹ
No.3 Established in 2009, HongKongTatler.com is the online extension of the Hong Kong Tatler magazine, producing exclusive online content. The digital platform takes first place in the Luxury category for the third consecutive year. Owned by Edipresse Media, the site has 320,000 monthly unique visitors. ㎟䱚㝋2009〃虇HongKongTatler.com㞾ҿHong Kong TatlerӀ桫尛䠓佁ᾙ䏗虇㕟K䓷ⵅ佁ᾙ⋶ⵈҸ封㜇䩋。╿憲倛 ᾘ〃㬽䠊⫱℗♐佁䱨仓⎴䠓⌯恜虇ⷻEdipresseⰡ汣桕⢧㝦 ᾚ虇㵞㢗䓷䱚容ⴱ⁉㜇懣32喻Ҹ 2 2 M A R K ET I N G H O N G K O N G O C T O BER 201 6
Luxury-insider.com Luxury-insider.com remains top three this year. Established in 2006 under WhiteWave Media Group, the global online luxury portal puts a strong focus on Asia Pacific covering 13 different luxury channels. The digital magazine was acquired by Singapore Press Holdings in 2014. Luxury-insider.com佁䱨⁙〃Ⅼ㒐ᾘ䛁⢿⃜Ҹ㎟䱚㝋2006〃虇憨↚WhiteWave Media Group㝦ᾚ 䠓⋷䖒⫱℗♐佁䱨⁴⪹Ⓩ䉉捜ㅒ虇嬕噚13↚ᾜ▛䠓⫱℗♐槊懢Ҹ⌅佁ᾙ桫尛㝋⏜〃䔁㜿⣰⧀ 㫼㔶到㛅庋Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM
WOMEN No.1
She.com
No.2
Elle.com.hk Elle.com.hk breaks into the top two this year. The female lifestyle website targets a local female audience aged over 20, and has been looking to strengthen its positioning in fashion, beauty, health, style and entertainment in a communityengaging approach in view of the competitive online media scene in the women’s segment. Elle.com.hk㏢⋴⁙〃䠓⏜⋸▜Ҹ封⬂ㆶ䚮㻊佁䱨⁴20㴁⁴ᾙ䠓㢻⢿⬂ㆶ孏䣍䉉䡽㮨虇ᾏ䢃厃 憞懝䫍Ⓩ凾俺䠓㝈ゞ虇⢷䲅䎼䅏䉗䠓⬂ㆶ佁ᾙⰡ汣⾑⧃ᾙテ⌅⢷㟑婬ҷ儝ⵈҷ⇴うҷ㟑ⶩ╙⮪ 㮑䠓⢿⃜Ҹ
No.3
BeautyExchange.com She.com retains its crown in the Women’s category for the fifth year. Targeting young and working professionals, the website covers topics such as beauty, fashion, hairstyling and health. From 2015 to 2016, the platform had strong support from its users and major clients such as SK-II and VS. She.com⢷⬂ㆶ佁䱨仓⎴⫹ㄦ‣憲⌯Ҹ⁴〃悤䠌榧⁉⩺䉉䡽 㮨虇She.com䠓⋶ⵈῊ槛㽄噚儝ⵈҷ㟑婬ҷ汽⤚╙⇴うҸ⢷ 2015厂2016〃虇封。╿ㄦ⎿⌅䚷㏅╙SK-II╙VS䳘⪶ⴱ㏅䠓 㚾㒐Ҹ
BeautyExchange.com drops to third place in 2016 from second place last year. Established in 2003, the website provides multiple channels such as online forums, beauty features, blogs and videos to facilitate the best exchange of new ideas and market information among members. BeautyExchange.comㄭ╊〃䠓䲻‛⃜彛厂2016〃䠓䲻ᾘ⃜Ҹ㎟䱚㝋2003〃虇封佁䱨㕟K⪩ 䮽䀬憩㾯懢虇⒔㑻佁ᾙ履⩖ҷ儝ⵈ槛⧀ҷ佁尛╙䏖虇⁴⅒懁㢒♰Ὶ朢″㻐㊞嬚ㅒㄦ╙⾑ ⧃幖宙Ҹ
FORUMS No.1
Baby-Kingdom.com
No.2
HKGolden.com Snatching second spot this year is the local popular internet forum HK Golden. The Chinese forum covers topics such as IT, current affairs, sports, travel and entertainment, among other things. It also has a price comparison section to provide information on tech gadgets and computer prices. 㢻⢿㻐姛佁ᾙ宝履Ⓩ欨㾾汧䠊⁙〃⫹ㄦ䲻‛⃜Ҹ封ᾼ㜖宝履Ⓩ㽄噚䠓Ὴ槛⒔㑻幖宙䭠㐏ҷ㟑‚ҷ 汣剁ҷ㝔懙╙⮪㮑䳘Ҹ㳳⪥虇㢃宼㢘㧋⊈Ⓩ虇㕟K䃽㻐䭠㐏䔸㊞╙梊勵䠓⊈㧋宙ㇾҸ
No.3 Baby-Kingdom.com has risen from second place last year to topping the Forums category. The parenting site claims to have more than two million unique visitors per month, generating more than 100 million page views. Its website and mobile apps were also established in China and Taiwan recently. 嬹ⳟ䔚⢚ㄭ╊〃䠓䲻‛⃜ᾙⓖ厂⁙〃宝履Ⓩ仓⎴䠓⌯恜ⶅ 〶Ҹ封剁⋡佁䱨刁䯀䓷䱚容ⴱ⁉㜇弔懝200喻虇㵞㢗榐棱䆞 孌捞懣100⪩喻虇ⴒ㢏慠㢃⢷ᾼ⢚╙╿䇲㔷⎉佁䱨╙㏚㯮㍘ 䚷䮚ゞҸ WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
Discuss.com.hk Discuss.com.hk finishes third in the category this year. The forum is owned by Networld Technology and claims to reach 1.6 million unique visitors on its mobile website monthly. It covers topics such as finance, sports, dining, digital devices, entertainment and education. 欨㾾宝履Ⓩ⁙〃㔡▜宝履Ⓩ仓⎴䠓䲻ᾘ⃜Ҹ封宝履Ⓩ䛀Networld Technology Limited㙐㢘虇刁 䯀⌅㏚㯮佁䱨㵞㢗䓷䱚容ⴱ⁉㜇懣160喻Ҹ欨㾾宝履Ⓩ㽄噚捠夜帰伢ҷ汣剁懚⑤ҷ檟檁ҷ梊ⳟ䭠㐏ҷ ⮪㮑╙㛨剁䳘⋶ⵈҸ
OCTOB E R 2 016 MARK E TING HON G KON G 2 3
MEDIA REPORT 2016
No.1
JCDECAUX CITYSCAPE As smartphone users are obsessed with the screen in front of them, it has seen outdoor advertising become more innovative and creative than ever before to grab the attention and imagination of audiences. This year, JCDecaux Cityscape successfully retains its crown in the OOH Media of the Year. Since last year, the agency has expanded its footprint to include bus body advertising of New World First Bus and Citybus, delivering an above-ground advertising network comprising 6,000 advertising shelters, 1,640 buses and 140 tramcars. A key campaign for 2016 saw it team up with Samsung and Cheil to create an outdoor campaign for the Samsung Galaxy S7 edge and S7 that boldly took nine consecutive bus shelters along Nathan Road in Tsim Sha Tsui, making it the largest bus shelter campaign in Hong Kong. In 2016, its key clients include adidas, Expedia, Samsung, Shiseido, Victorinox and more.
封⋻▇卹╊〃弆⾁㚃⪶⌅㫼⑨䵓⢜虇㎟䉉⥝⾃㢘柟⋻▇╙㜿ᾥ䛛䲻ᾏ⾃⩺㢜 ⑨㢘柟⋻▇⾃⩺䱨↨恙‼ひ◙䓷ⵅ䖕⛕虇嬕噚6,000↚⾃⩺䱨↨恙‼ひ◙ 䏛ҷ1,640悪⾃⩺╙140悪梊恙Ҹ ⌅2016〃䠓‽䣋榔䡽虇⒔㑻厖ᾘ㞮╙Cheil㚫㏚䉉Samsung Galaxy S7 edge╙S7㏢憯㏅⪥ひ◙Ҹ封㏅⪥ひ◙⪶卌㯺彷ⶥ㸨☏ホ㛵懢憲倛Ῥ↚⾃⩺䱨 ひ◙䏛虇ℎῚ㎟䉉欨㾾㢏⪶⤚䠓⾃⩺䱨ひ◙Ҹ ⌅2016〃䠓Ὴ嬐ⴱ㏅⒔㑻adidasҷExpediaҷSamsungҷ幖䚮⦑╙ Victorinox䳘Ҹ
样嗦㠉劌㏚㯮䚷㏅㸘憆㝋㏚㯮ⷞ虇㏅⪥ひ◙⡯军㵣⁴ㄏ㢃䉉␄㜿╙⌆㢘␄ ㊞虇⁴㐢⃞孏䣍䠓㹷㊞╙㊂≞Ҹ ⁙〃虇ㅆ汧ⷤ⥮㢘柟⋻▇㎟姪⌤Ӂ〃〵㢏ℂ㏅⪥ひ◙Ⱑ汣ӂ⌯恜ⶅ〶Ҹ
No.2
No.3
POAD
JCDECAUX TRANSPORT
POAD holds its spot as runner-up once again this year. Established in 1988, the company’s service covers billboards, tram shelters, neon and LED rooftop signages. As the exclusive media contracting agency for Hong Kong’s tram shelters, it worked with McDonald’s to transform a tram station in Causeway Bay into three interactive bubble-wrap walls in March. The campaign then generated broad exposure across different social media channels. POAD has also launched what it calls Hong Kong’s first OOH media video directory, enabling visitors to explore the surroundings of its advertising sites. Earlier this year, the company revamped its billboard at 80 Gloucester Road with a glass facade.
Breaking into the top three in the OOH arena is JCDecaux Transport. In May, the agency beefed up its management team promoting Shirley Chan to managing director; Avis Lam as deputy general manager to lead the sales and marketing team of MTR, Airport Express and Digital Vision; and also promoted Linda Lam as business director to oversee the Airport Advertising business unit. In August, the agency snagged multiple awards at Marketing’s Spark Awards, including four gold, one silver and two bronze. The company has been managing the ad sales concessions for the MTR for more than 30 years and the Hong Kong International Airport since 1998. It also operates the advertising concessions for Macau International Airport, Airport Express, Pacific Place Passages and Ngong Ping 360.
POAD⁙〃⌜㲰⫹恜Ҹ㎟䱚㝋1988〃虇封⋻▇䠓㢜⑨⒔㑻ひ◙䏛ҷ梊恙䱨ひ ◙䏛ҷ梢堈䍗╙LEDⷚ榑ひ◙䏛Ҹ ⃫䉉欨㾾梊恙䱨ひ◙䏛䠓䓷ⵅⰡ汣䖕⋻▇虇POAD㝋⁙〃ᾘ㢗厖瀴䜅⑭▗ ⃫虇ⶖ搔昋䇲⌅ᾼᾏ↚梊恙䱨㛈憯㎟䉉ᾘ⧄‡⑤Ӂ⛹⛹亨䏕ӂҸ 封ひ◙样ㄛ⢷ᾜ▛䫍″。╿ᾙ㎟䉉䍀尀Ҹ POAD‵㔷⎉⌅㏏岑䠓欨㾾欥↚㏅⪥ひ◙Ⱑ汣䏖䡽撓虇崢╒孏冔㔱亱⌅ひ ◙⃜僽䠓䘿⨒Ҹ ⁙〃⎬虇封⋻▇ⶖ⌅⢷◙⩺㏢懢80埮䠓ひ◙䏛㛈婬䉉䕊䘒䏕Ҹ
2 4 M A R K ET I N G H O N G K O NG O C TO BER 201 6
㏢⋴⁙〃Ӂ〃〵㢏ℂ㏅⪥ひ◙Ⱑ汣ӂᾘ䛁⃜僽䠓㞾ㅆ汧帬䠊Ҹ ⁙〃‣㢗虇封⋻▇テ⌅䴰䖕⢧栙虇㙱ⓖShirley Chan䉉嗲‚俌伢䖕虖! Avis Lam㟘ⓖ䉉⏾俌伢䖕虇帯帻⿅榧㾾旄ҷ㯮⧃ㅺ佩╙Digital Vision䠓摆⚽╙⾑ ⧃㔷ひ⢧栙虖╗㙱ⓖLinda Lam䉉㫼⑨俌䡲虇帯帻䴰䖕㯮⧃ひ◙㫼⑨扷朏Ҹ ⁙〃⋺㢗虇封⋻▇⢷ҿMarketingӀ〃〵Ӂ欨㾾ⓢ弙≂Ⱑ⪶䓝ӂᾙ⫹⪩↚䓝 榔虇⒔㑻⡪捠ҷᾏ搏ҷ⋸搔Ҹ 封⋻▇䉉㾾旄䴰䖕ひ◙摆⚽㫼⑨弔懝30〃虇卹1998〃弆帯帻欨㾾⢚株㯮⧃ 䠓ひ◙摆⚽㫼⑨Ҹㅆ汧帬䠊‵㙐㢘䅂朏⢚株㯮⧃ҷ㯮⧃ㅺ佩ҷ⪹╳ひ⧃姛⁉懢╙㞑 ⣹360䠓ひ◙摆⚽䐈寀㲙Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM
THANK YOU FOR VOTING US AS HONG KONG’S
No. OUT-OF-HOME MEDIA OF THE YEAR
2015 & 2016
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HON G KON G 2 5
T +852 2535 0600 | F +852 2535 8729 | E info@jcdecaux-cityscape.hk | www.jcdecaux-cityscape.hk
MEDIA REPORT 2016
No.4
No.5
CODY OUTDOOR
ROADSHOW
Last year, Buspak Advertising merged with its billboard arm Cody, rebranding as Cody Outdoor International (Hong Kong). Managing transit advertising for more than 19 years, Cody is a listed media company in Australia with a diverse portfolio of multimedia assets across Australia, New Zealand and Hong Kong. This summer, Nike co-operated with Cody to choose Causeway Bay Place for consecutive linked-up panels to showcase its latest line up of apparel modelled by elite athletes. In 2015, Cody secured three billboard spots at Hung Hing Road, Tai Lam Tunnel and Hong Kong Stadium.
According to its interim report, the first half of 2016 saw the RoadShow group’s business impacted by poor market conditions as well as intensified competition from non-traditional advertising media. In view of economic uncertainty within the OOH advertising sector, the company is now realigning its future business strategy. By consolidating bus-TV, in-bus and bus-body with its portal and apps, the company aims to secure long-term contracts needed to drive group-wide growth. Roadshow also said all content it broadcasts via bus-TV or its portal and apps was now also being further enriched by home-made programming.
╊〃虇Buspak Advertising厖㝦ᾚひ◙䏛⋻▇Cody▗℄虇㢃▜䉉Cody Outdoor International (Hong Kong*Ҹ 䴰䖕″憩⽴⌆ひ◙弔懝19〃虇Cody㞾䅂㻁ᾙ⾑Ⱑ汣⋻▇虇⢷䅂㻁ҷ亟嬎垼╙欨
㧈㙩⋻▇⋶扷ᾼ㢮⧀◙槾䫉虇䛀㝋2016ᾙⓙ〃⾑㹐㲯ℂ虇ᾙℕ卹棭≂伀Ⱑ汣䠓 䲅䎼㝴強␖䉗虇彾宙憩桕⢧䠓㫼⑨䚱䚮ᾜ⎸榎Ҹ 无㝋㏅⪥ひ◙㫼䠓伢䅮⏜㟾ᾜ㞝㢦虇封⋻▇㳲屎㜃⌅㢹ℕ㫼⑨䳥䛴Ҹ 伢㜃▗䠓⾃⩺梊嬥ҷ⾃⩺恙け╙⾃⩺恙怺Ⱑ汣仓▗⁴╙⌅佁䱨╙㍘䚷䮚ゞ虇 封⋻▇㝷⢷憞懝╥ㄦ㢃⪩朆㢮▗亓⁴㔷⑤桕⢧㫼⑨⨭朆Ҹ 彾宙憩‵姷䫉虇䖍㳲ᾜ㝆㚃⪶⌅卹ⵅ媌⃫䵏䡽䠓䮽槭虇ℎ⌅⾃⩺梊嬥ҷ佁䱨 ╙㍘䚷!䮚ゞ㏏㘼㛍䠓㏏㢘⋶ⵈ㢃巟ⵛҸ
㾾㙐㢘⪩⋒⒥䠓⪩Ⱑ汣幖䚱㫼⑨Ҹ ⁙〃⪞⪸虇Nike厖Cody▗⃫虇戇㙖⢷搔昋䇲⢿⿅䠓䢇憲ひ◙䏛ᾙⷤ䫉䛀乍咀 懚⑤♰㙣₊㮰䐈⋡䠓㢏㜿㳍㢜婬亊⎦Ҹ 2015〃虇Cody⫹ㄦ滊厗懢ҷ⪶㲥栶懢╙欨㾾⪶䖒⧃ᾘ↚⃜僽䠓ひ◙䏛伢䍮㲙Ҹ
No.6
ASIARAY Holding its spot in sixth this year, Asiaray is an out-of-home media company in Greater China with a focus on airport and metro line advertising. This year, it was appointed the exclusive advertising agency of the 2016 FIA Formula E HKT Hong Kong ePrix in Central Harbourfront this October. Apart from LED walls and trackside banners at the racing venue, the company will also be managing the advertising spaces of the public areas. Established in 1993 and listed on the main board of The Hong Kong Stock Exchange last year, the company has secured exclusive concession rights at 27 airports and 12 metro lines. ⁙〃㔡▜䲻⋼⃜䠓桔似ひ◙Ⱑ汣㢘柟⋻▇㞾⪶ᾼ啾Ⓩ䠓ᾏⵅ㏅⪥Ⱑ汣⋻ ▇虇Ὴ嬐㕟K㯮⧃╙旄彾㹎佩ひ◙㢜⑨Ҹ ⁙〃虇封⋻▇䔁₊☌䉉ⓐ㢗⢷ᾼ䘿似㾾㼆䆀Ⓩ厘姛䠓2016梊⑤㝈䮚ゞ撵㮨庌 欨㾾䱨䓷ⵅひ◙䖕Ҹ 柳―⢷庌恙⧃⢿ᾙ䠓LED槾䫉䏕╙庌懢㯺槜虇封⋻▇‵帯帻䴰䖕⋻⌀Ⓩ⥮䠓 ひ◙䰉朢Ҹ ㎟䱚㝋1993〃虇㝋╊〃⢷欨㾾凾▗″㞢㏏Ὴ㤎ᾙ⾑虇封⋻▇⾁⫹ㄦ27↚㯮 ⧃╙12㨬⢿旄佩䠓䓷ⵅひ◙䐈寀伢䍮㲙Ҹ
2 6 M A R K ET I N G H O N G K O NG O C TO BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
No.7
No.8
SCMP OUTDOOR MEDIA
FOCUS MEDIA
Formed in the second half of 2013 as part of the SCMP Group’s media portfolio, SCMP Outdoor Media is seventh in the OOH Media of the Year. It has managed the outdoor billboard space on One Leighton Road, working with advertisers from Cartier, Chanel, Louis Vuitton and Van Cleef & Arpels. The company has also established its billboard presence at Top Glory Tower in Causeway Bay, Jumbo Court Car Park in Island South and the restricted area of the Macau Ferry Terminal in Central.
Focus Media has deployed its branded flat-panel displays at 617 office and commercial buildings in Hong Kong under its office and commercial building digital OOH media network, and at 247 Mannings retail chain stores in Hong Kong. It also expanded its digital OOH media network to residential buildings and deployed flat-panel displays at 218 private residential complexes in Hong Kong. The Hong Kong Government recently awarded the company the exclusive advertising sales rights to a brand new billboard on the rooftop and sidewall of the pedestrian subway between Charter Road and Connaught Road Central in Hong Kong.
㎟䱚㝋2013〃ᾚⓙ〃虇ⓦ啾㝸⧀桕⢧㝦ᾚ䠓Ⱑ汣⋻▇SCMP Outdoor Media⁙〃⢷Ӂ〃〵㢏ℂ㏅⪥ひ◙Ⱑ汣ӂ㔡▜䲻ᾒҸ 封⋻▇㙐㢘搔昋䇲䬽榢懢2埮䠓ひ◙⃜僽伢䍮㲙虇ひ◙ⴱ㏅⒔㑻⓰⢿ ҷChanelҷLouis Vuitton╙Van Cleef & ArpelsҸ 封⋻▇‵㝋搔昋䇲滻⎸ᾼㅒҷ㾾⺅ⓦⓏ䕜ⶅ朲⇫恙⧃╙ᾼ䘿㾾䅂䩋榼䬐Ⓩ 㙐㢘ひ◙䏛Ҹ
⎕䣍≂Ⱑ䠓愵⋻ⴳ╙⛕㫼⪶し㜇䩋㏅⪥Ⱑ汣佁仰嬕噚617⿱⃜㝋欨㾾䠓愵⋻ⴳ╙ ⛕㫼⪶し虇⌅〦⋶㜇䩋㏅⪥Ⱑ汣佁仰‵嬕噚358朢欨㾾喻憲攥梅⚽⛕〦Ҹ 封⋻▇‵⾁㝋⌅⃞ⴔ㜇䩋㏅⪥Ⱑ汣佁仰㏏嬕噚䠓329↚欨㾾⪶⤚䭐⁉ⷚ呠宼 僽⌅♐䏛。棱槾䫉ⷞҸ 封⋻▇㢏慠䔁ㄦ欨㾾㛎〫㔗‗欨㾾懽㏢懢╙、岍懢ᾼ″䛛䠓姛⁉栶懢⪸╿ ╙∃⩐䠓⋷㜿ひ◙䏛䓷ⵅひ◙摆⚽㲙Ҹ
No.9
No.10
CONVEY ADVERTISING
BUSPAK
Convey has lifted slightly from last in 2015 to ninth this year. It has a network of more than 1,000 billboards covering the major business and tourists districts, including Central, Causeway Bay, Tsim Sha Tsui, Kwun Tong and Kwai Chung. Founded in 1986, the outdoor agency holds the ad concession of the MTR interchange subway at Tsim Sha Tsui station, and two vertical signage situated at the side of Star House adjacent to the Harbour City main entrance and the 1881 Heritage in Tsim Sha Tsui.
Last November, Buspak Advertising merged with its billboard arm Cody, rebranding as Cody Outdoor International (Hong Kong) with a new logo. Now, buzplay has been regrouped under “Cody Transit” of Cody outof-home; while buzvideo has been rebranded as “Cody Content” under the new company. The rebranding came after the firm lost the long-running exclusive ad contract with New World First Bus and Citybus to JCDecaux Cityscape.
㲙⮐䏸㫼ひ◙㢘柟⋻▇ㄭ╊〃㬫㢺ㄽⓖ厂⁙〃䠓䲻Ῥ⃜Ҹ封⋻▇㙐㢘1,000 ⪩↚ひ◙䏛虇嬕噚Ὴ嬐⛕㫼╙㝔懙Ⓩ虇⒔㑻ᾼ䘿ҷ搔昋䇲ҷⶥ㸨☏ҷ孏⧧╙嘄㼛Ҹ ㎟䱚㝋1986〃虇封㏅⪥ひ◙䖕⋻▇‵㙐㢘ⶥ㸨☏⢿旄䱨惘ῧ″Ⓘ埤䠓ひ ◙䐈寀伢䍮㲙ҷ⁴╙㵦抿ⶥ㸨☏㼆㾾⥝㳲朏╙1881 Heritage䠓㞮⋘姛㝐戙⋸↚ ⤑䢃ひ◙䏛Ҹ
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
╊〃ⓐᾏ㢗虇Buspak Advertising厖㝦ᾚひ◙䏛⋻▇Cody▗℄虇㢃▜䉉Cody Outdoor International )Hong Kong)虇㔷⎉㜿䠓♐䏛㮨尛Ҹ ⢷㜿⋻▇㥅㭚ᾚ虇buzplay䖍㟑亜⋴Cody㏅⪥ひ◙㫼⑨ӁCody Transitӂ㝦 ᾚ虇军buzVideo⏖㛈▜䉉ӁCody ContentӂҸ 封⋻▇⡯朆㢮ⴱ㏅⥝⾃㢘柟⋻▇╙㜿ᾥ䛛䲻ᾏ⾃⩺㢜⑨㢘柟⋻▇䠓䓷ⵅひ ◙伢䍮㲙嗌⋴ㅆ汧ⷤ⥮㢘柟⋻▇军懁姛㛈仓Ҹ
OCTOB E R 2 016 MARK E TING HON G KON G 2 7
MEDIA REPORT 2016
No.1
TVB
Television Broadcasts Limited (TVB) has once again snagged first place in this year’s TV Broadcaster of the Year. With the rise of video-streaming services, and new players such as the OTT service provider LeEco and online streaming service Netflix commencing in Hong Kong, the traditional TV market has become tougher than ever. TVB launched an online subscription-based channel MyTV Super this year amid an increasing trend in media fragmentation. Programmes are also made available on its mobile app myTV. 梊嬥ひ㘼㢘柟⋻▇虃TVB虄⁙〃⌜㲰⫹ㄦӁ〃〵㢏ℂ梊嬥ひ㘼㯮㭚ӂ䠓ⶅ〶Ҹ样嗦䏖῁㻐㢜⑨╙OTT㢜⑨K㍘ ⛕㮑嬥╙佁ᾙ䏖。╿Netflix䳘㜿䔸ⵅ䠊标欨㾾虇≂伀梊嬥⾑⧃䘿⨒㵣⁴ㄏ㢃䉉⡃⺊Ҹ⢷Ⱑ汣㝴強⪩⋒⒥䠓䘿⨒ ᾚ虇TVB⁙〃㔷⎉佁ᾙ㛅幊槊懢MyTV Super虇㳳⪥虇孏䣍‵╾憞懝⌅㏚㯮㍘䚷䮚ゞmyTV㛅䢚䵏䡽Ҹ
No.2
VIUTV
A first-timer for TV Broadcaster of the Year, ViuTV breaks into the top two. The free TV channel, owned by PCCW, launched in April with a slew of locally produced reality shows, drama, sport, news and financial programmes. Dedicating its prime time to screen “factual entertainment” shows, one such show includes the controversial travel programme Travel with Rivals, which has paired up 12 implausible travelling companions into six groups. ViuTV also airs cultural programmes. ViuTV欥㲰㏢⋴Ӂ〃〵㢏ℂ梊嬥ひ㘼㯮㭚ӂ㔡▜㬫虇⫹䲻‛▜Ҹ封⋜幊梊嬥槊懢ⷻ梊宙䡗䭠㒐㢘虇㝋⡪㢗㳲ゞ㐤⋴ 㢜⑨虇㕟Kᾏ亊⎦㢻⢿媌⃫䠓䢮⁉毆䵏䡽ҷ梊嬥␖ҷ汣剁ҷ㜿凭╙帰伢䵏䡽Ҹ封槊懢㝋灒捠㟑㵄㘼㛍Ӂ㹐⮪㮑ӂ䵏 䡽虇⒔㑻㬄⌆尀槛ㆶ䠓㝔懙䵏䡽ҿ彮⃞䥪䢍╊㝔姛Ӏ虇12⃜㙐㢘ᾜ▛⊈⇋孏䠓⁉⩺⎕㎟⋼仓仟╊㝔姛Ҹ封槊懢‵㘼 㛍㜿凭ҷ帰伢ҷ汣剁ҷ㏁␖╙㜖⒥䵏䡽Ҹ
No.3
BBC
Making it into the top three is British Broadcasting Corporation (BBC). The British public service broadcaster has beefed up its mobile broadcast to facilitate the growing use of mobile devices. In July, BBC launched a new app, BBC+ that presents a selection of the broadcaster’s online content chosen to appeal to each user’s interests. The app is available on iOS and Android, to bring together news, iPlayer content, weather forecasts, recipes and more. 咀⢚ひ㘼⋻▇)BBC)⁙〃㏢⋴ᾘ䛁⃜僽Ҹ封咀⢚⋻⌀ひ㘼㢜⑨⋻▇⾁⨭テ⌅㻐⑤ひ㘼㢜⑨虇⁴慝▗㏚㯮㍘䚷⨭朆䠓強 ⑱Ҹ⁙〃ᾒ㢗虇BBC㔷⎉㜿㍘䚷䮚ゞBBC+虇乍戇ᾏ亊⎦佁ᾙ⋶ⵈ⁴慝▗ᾜ▛䚷㏅䠓厗弲Ҹ封㍘䚷䮚ゞ懸䚷㝋iOS╙ Android虇⋶ⵈ㽄噚㜿凭ҷiPlayer⋶ⵈҷ⪸㶲榟◙╙橮峫䳘Ҹ
No.4
CNN
Climbing two places to fourth this year, Cable News Network (CNN) is looking to boost its digital offering to facilitate changing reading habits. In August this year, the American-based cable and satellite television channel announced the launch of its new initiative, CNN Aerial Imagery and Reporting (CNN AIR). The drone-based news collecting operation takes aim at integrating aerial imagery and reporting across all CNN networks and platforms, along with the Turner Broadcasting and Time Warner entities. 儝⢚㢘佩梊嬥㜿凭佁仰)CNN*⁙〃㚏ⓖ⋸亩虇懁⃣䲻⡪⃜Ҹ封。╿㳲䯜㬄㕟ⓖ⌅㜇䩋㢜⑨虇⁴慝▗ᾜ㝆惘崙䠓梊 嬥㛅䢚兡㋲Ҹ⁙〃⋺㢗虇封儝⢚㢘佩╙姪㞮梊嬥槊懢ⴲ⾒㎟䱚Ӂ䰉ᾼ≞╙⧀ӂ扷朏CNN AIR虇封䊰⁉㯮朏扷 朏㢜⑨CNN㝦ᾚ㏏㢘佁仰☛。╿虇⒔㑻㵜⋻▇㟑啾亜╙㏏ⷻ䠓䐈亜ひ㘼Ҹ
No.5
CABLE TV
Dropping to fifth place this year from third in 2015, Hong Kong Cable News Express won MTR’s multiyear contract to continue as the exclusive content provider and advertising sales agency of MTRC’s “In-train TV” offering of news, finance, sports and infotainment. Its subsidiary, free-to-air Fantastic TV, is preparing for the launch of its integrated Cantonese channel by May 2017. 䛀╊〃䲻ᾘ⃜彛厂⁙〃䲻‣⃜虇欨㾾㢘佩㜿凭憮懭庞ㄦ㾾旄䉉㢮㜇〃䠓▗亓虇個倛㎟䉉Ӂ㜿凭䢃佩ӂ䠓䓷ⵅ⋶ⵈ K㍘⛕╙ひ◙䖕虇㕟K㜿凭ҷ帰伢ҷ汣剁╙⮪㮑幖宙Ҹ封梊嬥㯮㭚㝦ᾚ䠓⋜幊槊懢⫖⬨梊嬥㳲䷛∨朚宼乄尭伫 ▗槊懢虇榟宗㢏戁㝋㞝〃‣㢗⛮㘼Ҹ
2 8 M AR K ET I N G H O N G K O N G O C TO BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
No.6
BLOOMBERG
Bloomberg drops one spot to sixth in this year’s rankings. The international news agency, headquartered in New York, US, and a division of Bloomberg L.P, produces Bloomberg news which is disseminated through Bloomberg terminals, Bloomberg television, Bloomberg radio, Bloomberg Businessweek, Bloomberg markets, Bloomberg.com and Bloomberg’s mobile platforms. The agency is continuing to enhance its digital capabilities with content found available from iOS to Android and from tablets to gadgets. ーⓩ䫍⁙〃䠓㔡▜ᾚ彛ᾏ亩厂䲻⋼⃜Ҹ封⢚株㜿凭㯮㭚俌扷宼⢷儝⢚亟亓虇ᾣ㞾桇ⷻ㝋ーⓩ㜿凭䫍㝦ᾚ䠓ᾏ↚ 扷朏虇憞懝ーⓩ仑䱾ҷーⓩ梊嬥ҷーⓩ梊╿ҷーⓩ⛕㫼◷⎙ҷBloomberg MarketsҷBloomberg.com╙ーⓩ㏚㯮。 ╿≂㘼㜿凭㼗ㇾҸ封㯮㭚㳲個倛㕟ⓖ⌅㜇䩋㢜⑨虇㕟K懸䚷㝋iOS╙Android。㤎梊勵╙宼∨䠓⋶ⵈҸ
No.7
CNBC
CNBC steps up one spot to seventh in this year’s rankings. Providing real-time coverage on global market information and business news, CNBC is a US-based business news channel owned by NBCUniversal News Group. CNBC also has digital products which deliver real-time financial market news and information across a variety of platforms. CNBC⁙〃ᾙⓖᾏ亩厂䲻ᾒ⃜ҸCNBC│㟑㕟K⋷䖒⾑⧃幖宙╙⛕㫼㜿凭㼗ㇾ虇㞾NBC䘿䖒㜿凭桕⢧㝦ᾚ䠓儝⢚ ⛕㫼㜿凭槊懢ҸCNBC‵㙐㢘⪩⋒⒥䠓㜇䩋㢜⑨虇憞懝ᾜ▛。╿㕟K│㟑捠夜⾑⧃㜿凭╙㼗ㇾҸ
No.8
FASHIONTV
Making it into eighth spot, FashionTV is an international fashion and lifestyle broadcasting television channel. Founded in France in 1997 by its Polish-born president Michel Adam Lisowski, it has 31 satellites and 2,000 cable systems. As of 2014, it had 400 million viewers worldwide. The channel targets audiences who are interested in fashion, style, beauty and trends, and caters to them by providing original and informative programming. ㎟㏢⋴⏜⋺▜䠓FashionTV㞾ᾏⵅ⢚株㟑ⶩ╙䚮㻊梊嬥ひ㘼槊懢Ҹ䛀⎉䚮㝋㹱垼䠓俌婐Michel Adam Lisowski㝋 1997〃⢷㹤⢚␄䱚虇封槊懢㞾ᾏ㨬嬕噚䵓⢜ひ㹪䠓姪㞮槊懢虇㙐㢘31↚姪㞮╙2,000㨬㢘佩梊嬥亊伀Ҹ㎹厂2014〃虇 ⌅⋷䖒孏䣍⁉㜇⪶亓懣⡪⊓Ҹ封槊懢⁴㟑ⶩҷ憯⤚ҷ儝ⵈ╙䃽㻐㊮厗弲䠓孏䣍䉉䡽㮨虇㕟K┮␄╙幖宙ㆶ䠓䵏䡽⁴ 慝▗↠䠓梏㷑Ҹ
No.9
RTHK TV
The public broadcasting service of Hong Kong, Radio Television Hong Kong (RTHK), lands in ninth place this year. It operates seven radio channels and three TV channels, and produces educational, entertainment and public affairs programmes that are also broadcast on commercial television channels. RTHK is directly funded by an annual government allocation, and operates as a department of the government under the Communications Authority. While it is government-funded, RTHK maintains a reputation for editorial independence. 欨㾾⋻⌀ひ㘼㯮㭚欨㾾梊╿虃㾾╿虄⁙〃㬽䠊䲻Ῥ⃜Ҹ封㯮㭚䖍㟑伢䍮ᾒ㨬梊╿槊懢虇⁴╙ᾘ㨬梊嬥槊懢虇媌⃫㛨 剁ҷ⮪㮑╙⋻⌀‚⑨䵏䡽虇▛㟑‵憩懝⛕㫼梊嬥槊懢ひ㘼䵏䡽Ҹ㾾╿㵞〃䢃㔴䛀㛎〫㘴㳍幖虇⃫䉉憩宙‚⑨䴰䖕 㝦ᾚ䠓ᾏ↚扷朏䍮懚Ҹ桥䋅䛀㛎〫幖虇⃕㾾╿ᾏ䢃Ⅼ㒐佷㔰䓷䱚Ҹ
No.10
HKTV
Dropping to 10th place from fourth in 2015, Hong Kong Television Network (HKTV) is currently pushing harder on the development of its e-commerce portal HKTV mall than its TV programmes. Founded by media entrepreneur Ricky Wong, the network’s long-running battle to secure a share of the free-to-air television market suffered another setback this year in April, as the Court of Appeal quashed a lower court’s decision that Exco should reconsider the application. ㄭ2015〃䠓䲻⡪⃜䁠嗌厂䲻ⓐ⃜虇欨㾾梊嬥佁仰虃HKTV虄䖍㟑ⶖ㹷㊞桕ᾼ⢷㔷⑤⌅梊ⳟ⛕⑨佁䱨HKTV mallҸ䛀 Ⱑ汣ₐ㫼ⵅ䔚似⦉␄愵虇封佁仰伢懝朆㢮䠓ℕ䎼╥⋜幊梊嬥⾑⧃₌槜虇⃕㝋⁙〃⡪㢗╗ᾏ㲰懼懖捜⪶㒺㐧虇汧䳘 㹤柱ᾙ寃〼婐姛㢒ᾙ寃ㄦ䢃虇㘳摆┮㟑嗦䠋戓姛㢒⌜冒㋽㞾▵■㾾嬥䠋䏛䠓⎳㸉Ҹ WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HON G KON G 2 9
30 M A R K ET I N G H O N G K O N G O C TO BER 201 6
WWW. MARK E TING-IN TE RAC TI VE . C OM
At Marketing’s Customer Loyalty 2016 conference, a handful of the region’s industry leaders – from established brands to a new breed of rising companies – talked about how they were establishing loyalty in customer relationships to gain an edge in their highly competitive markets. Though every speaker had a different take on loyalty, what they had in common is that loyalty programmes are no longer just a collection of points or putting a card in a patron’s wallet; rather, it’s about leveraging new platforms and channels to create a unique experience, to prove your brand’s value, and eventually to build an emotional bond. Chris Yeo, director and head of the APAC strategy at Aimia, pointed out that good loyalty programmes should create unique experiences, which synchronise with WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
brand values and get customers emotionally attached. While long-term customers are the most valuable to a company, Winny So, head of marketing for commercial banking at HSBC, said corporates should not just look at the balance sheets or numbers, but take the customer’s point of view to understand what they really need. The long-standing bank has employed a “customer insights 360” strategy to gather every touch-point with its customers. Offline data, such as banking behaviours and daily commendations, enquiries or complaints, and online data collected through social media interactions, all contribute to the customers’ big picture, and enables front-line people to be proactive in customers’ needs for better experiences.
在ҿMarketingӀ舉行的「客戶忠誠度大會2016」 ᾙ虇⪩⃜ℕ卹㴆▁㈯♐䏛ҷ⁴厂㜿厗ₐ㫼䠓⢿Ⓩ 姛㫼榧娥⎕›↠㞾⬑⃤ら䱚ㅯ䠓ⴱ㏅杫⅑虇⁴ ⢷䲅䎼䅏䉗䠓⾑⧃ᾙ䔁╥⊹⑱Ҹ 桥䋅㵞⃜䂣岪➘幢ㅯ尯〵㢘ᾜ▛䠓䢚㹤虇⃕ ↠抌㢘ᾏ↚⌀憩灭虇ⷀ㞾尜䉉ㅯ尯〵宗␒ᾜ⌜≔ ≔㞾䯜⎕㎥仵‗ⴱ㏅ᾏツ㢒♰⓰虇军㞾⢷㝋⬑⃤✓ 䚷㜿䠓。╿☛㾯懢ℕ␄憯⎉䓷䐈䠓汣毦虇⁴峘㞝♐ 䏛䠓⊈⇋虇㢏仑ら䱚㉔㊮憲俺Ҹ Aimia⪹Ⓩ䳥䛴俌䡲Chris Yeo 㒖⎉虇叾⬌䠓 ⴱ㏅ㅯ尯〵宗␒㍘␄憯厖♐䏛⊈⇋▛㳴䠓䓷䐈汣 毦虇ㄭ军槶ⴱ䚱䚮㉔㊮⌀溃Ҹ ⊧䴰朆㢮ⴱ㏅ₐ㫼㢏㢘⊈⇋虇⃕Ⓘ巟搏姛⛕ 㫼䖕帰㢜⑨⾑⧃㔷ひ扷帯帻⁉Winny So 姷䫉虇ₐ 㫼ᾜ㍘╹嗦䣋㝋⎸䃳㎥㜇⳦虇军㞾嬐ㄭⴱ㏅䠓孡〵 ╊―孲↠䠓䢮㳲梏嬐Ҹ 憨ⵅ㴆▁㈯䠓搏姛⾁㔰╥ᾏ⫦Ӂ360〵ⴱ㏅ 㺭㈘ӂ䳥䛴虇⁴㜃▗凾俺ⴱ㏅䠓㵞ᾏ↚㔴宇灭Ҹ䖕 帰姛䉉╙㝴⿇䯀崩ҷ㥴寱㎥㐤寃䳘桱佩㜇㙩虇⁴╙ 憞懝䫍″Ⱑ汣‡⑤㏏㛅桕⎿䠓佁ᾙ㜇㙩虇⋷抌㭚ら ㎟ᾏ↚ⴞ孏䠓ⴱ㏅㟾孏虇⿺⏜佩♰⽴㢃䯜㬄慝▗ ⴱ㏅梏㷑虇䉉ⴱ㏅㕟K㢃ℂ䠓汣毦Ҹ Hotel Quickly⌀▛␄愵⁉⌋摆⚽俌婐Raphael Cohen▛㊞㒖虇㏚㯮ҷ㜇䩋╙䫍″Ⱑ汣㎟䉉㝴䡙捜 嬐䠓䀬憩㾯懢Ҹ Ӂ♐䏛㔴宇ⴱ㏅㟑虇ㅔ榗䛨㊞╾ㄭ♹㔴宇灭 凕刌ⴱ㏅䠓刁概Ҹӂ OCTOB E R 2 016 MARK E TING HO N G KON G 31
Raphael Cohen, co-founder and chief sales offi cer of HotelQuickly, agrees mobile, digital and social are increasingly becoming important as communication channels. “When brands engage customers, they need to be aware of any touch-points that enable them to listen to what they are saying.” Similarly, food delivery platform foodpanda said it had utilised every piece of data collected to construct algorithms for the highly fragmented market. “As simple as why people are more likely to eat salad on Mondays – these small questions can lead to big answers for the highly under-penetrated food market,” says Alexander Roth, managing director at foodpanda Hong Kong. “Data has proved that improved customer services trigger higher user engagement, so we pinpoint segmented needs to further optimise customer services. It doesn’t matter how small your company is, if you fi nd what your customers want, you can always surprise them.” On the other hand, Aimia’s Yeo advised brands to avoid being “overly customerdriven”. “The fi rst step is always to identify your brand’s sustainable, unique assets, then 32 M A R K ET I N G H O N G K O N G O C T O BER 201 6
design strategies such as analytics-driven personalisation to exploit them. You have to be strategic on loyalty design to differentiate your programme from your competitors.” While most players have developed a standalone loyalty programme or a standalone loyalty programme with partnerships, Yeo said often a lack of communication between internal departments stopped a programme from fl ourishing. “Brands should use their unique assets to increase programme value.” He reassured that a well-designed programme will create experiences that synchronise with brand values, in turn driving customer engagements and commitments. In fact, aligning loyalty-focused strategies with a company’s development often leads
▛㮲⢿虇佁ᾙ ⪥干。╿ foodpanda 姷䫉虇封 ⋻▇⾁懚䚷㏏㢘㛅桕⎿䠓㜇㙩ℕ⎕㤟汧〵⎕㛲⾑ ⧃Ҹ Foodpanda欨 㾾 嗲 ‚ 俌 伢 䖕 Alexander Roth 尹處Ӂ䶰✽厂⁉↠䉉⃤悒⿇㝋㞮㢮ᾏ⪥干㸨 ㄚ虇憨⛞槛╾⁴⿅⎉⪥干䂁憞䔖⡃捜ᾜ彂⾑⧃ 䠓捜嬐䳣㧗Ҹӂ Ӂ 㜇 㙩 峘 虇㕟 ⓖ ⴱ ㏅ 㢜 ⑨ 幹 亯 㢘 ⨭ 䚷 ㏅ ╒ 厖 䔖虇⡯ 㳳 ㎠ ↠ 乍 䩉 亿 ⎕ ᾜ ▛ 䚷 ㏅ 儳 䠓 梏 㷑虇⁴ 懁 ᾏ 㳴 㕟 汧 ⴱ ㏅ 㢜 ⑨ Ҹ ᾜ 履 ⃯ ⋻ ▇ 䠓 嬞 㮰 㢘 ⪩ 虇╹ 嬐 劌 䖕 孲 ⴱ ㏅ ㊂ 嬐 䠓 㞾 䚩 灋虇ⷀ ᾏ 劌 䉉 ↠ ⿅ ℕ 毩✫Ҹӂ ╵ᾏ㝈棱虇Aimia 䠓Yeo ら峿♐䏛戎⋜Ӂ懝㝋⁴ ⴱ㏅䉉ῊӂҸ Ӂ䲻ᾏ㳴㷇懯㞾嬐䩉⃯♐䏛䠓䓷䐈╾㒐倛䠋 ⷤ幖䚱虇䋅ㄛ⏅⁴⎕㤟䉉Ὴ䠓↚⁉⒥䳘䳥䛴ℕ ⶖ⌅䠋㕩⋘⪶Ҹ⏅ㅯ尯〵宗␒㟑ㅔ榗⌆∨䳥䛴虇 WWW. MARK E TING-IN TE RAC TI VE . C OM
to a revamp of a brand, which some longestablished brands have demonstrated. The customer journey is now comprised of multiple touch-points and experiences a customer has with your brand over time. This journey is no longer straight and narrow, or even predictable. Kevin Coon, vice-president of BMW Group’s importer markets, extends his brand focus from hardware designs to software services with the BMW i Next electric vehicles and mobility programmes, after the company realised drivers wanted higher connectivity in their journeys. BMW ConnectedDrive, which provides digital services and driving assistance to drivers, is conquering different regions to change the customer experience in the future. WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
Undeniably, perception is a huge part of the customer experience. Henry Yim, group managing director at Amoy Food, shared the brand’s strategy of re-establishing a “Made in Hong Kong” image through traditional and online channels to create trust and enhance the image of Amoy as a safe and reliable producer of food. “Embrace transparency and openness to create trust, and consumers will reward you for it.” Grace Chan, director head of marketing at American Express Hong Kong, shared how the brand had leveraged centennial celebrations to drive stakeholder engagement. Steven Greenway, deputy chief executive offi cer at U-Fly, said a mismatch between a loyalty programme design and a
ㄭ军ℎ⃯䠓宗␒劌⪯ㄭ⌅䲅䎼㏚Ὶᾼ劺䯝军 ⎉Ҹӂ 桥䋅⾑⧃ᾙ⪶⪩㜇ₐ㫼⾁卹姛ら䱚䓷䱚䠓ㅯ 尯〵宗␒虇㎥厖▗⃫⪴⌀▛ら䱚䓷䱚䠓ㅯ尯〵宗 ␒虇⃕Yeo 姷䫉ₐ㫼⋶扷僉῞䀬憩ㄏㄏ厃宗␒剝 㴊匈ᾼҸ Ӂ♐䏛㍘✓䚷卹⾀䠓䓷䐈幖䚱虇⁴㕟ⓖ宗␒䠓 ⊈⇋Ҹӂ ⌜㲰Ⅼ峘虇ᾏ↚乍ㅒ宼宗䠓宗␒╾ら䱚厖♐ 䏛⊈⇋▛㳴䠓汣毦虇懁军㔷⑤ⴱ㏅╒厖╙㚾㒐Ҹ ‚ᾙ虇仟▗⁴ㅯ尯〵䉉捜灭䠓䳥䛴厖⋻▇䠓䠋ⷤ 㝈捬ㄏㄏ⿅ℕ♐䏛捜㜃䠓仟㤫虇ᾏ㴆▁㈯䠓♐ 䏛ⷀ㞾ℚⳟҸ ⴱ㏅㝔䮚䖍㟑䛀ⴱ㏅厖♐䏛‡⑤䠓⪩↚㔴宇灭 ╙汣毦仓㎟虇憨↚㝔䮚ᾜ⌜㞾ㄹ嬞志䥸虇䚩厂㞾ⴛ ⋷䊰㹤榟㜨Ҹ ―孲⎿此歪冔㢮㢪⢷㝔憣ᾼ㢘㢃⪩䠓凾俺虇ⶅ 欻桕⢧懁╲㫼⑨扷⏾俌婐Kevin Coon ⶖBMW i Next 梊⑤恙╙此歪宗␒䠓♐䏛䊵灭ㄭ䧻₅宼宗㚃 ⪶厂恮₅㢜⑨Ҹ BMW ConnectedDrive䉉此歪冔㕟K㜇䩋㢜 ⑨╙此歪患虇䖍㳲㔷ひ厂ᾜ▛⢿Ⓩ虇⁴㛈崙ⴱ㏅ 䠓㢹ℕ此歪汣毦Ҹ 䊰╾▵尜虇孏㊮㞾ⴱ㏅汣毦䠓ᾏ↚捜嬐扷⎕Ҹ 㽧⪶橮♐㢘柟⋻▇桕⢧嗲‚俌伢䖕Henry Yim⎕› 封♐䏛⬑⃤憞懝≂伀╙佁仰㾯懢ℕら䱚ⅰ₊虇 テⴲ≂㽧⪶㞾ⴘ⋷╾棯䠓橮♐媌憯⛕虇⁴捜㜿䩉䱚 Ӂ欨㾾媌憯ӂ䠓ヱ巰Ҹ ӁⅬ㒐汧憞㞝〵╙⋻朚ㆶℕら䱚ⅰ₊虇ⶖ㢒ㄦ ⎿㼗幊冔䠓⡭⧀Ҹӂ 儝⢚懚憩⢚株欨㾾⾑⧃㔷ひ俌䡲Grace Chan OCTOB E R 2 016 MARK E TING HON G KON G 33
company strategy would reduce the loyalty programme’s effectiveness. Furthermore, he called for the need to embrace dialogue. “There’s no need to go too complex when you talk about building loyalty – it works with an informal and random chat with customers.” Indeed, a small gesture goes a long way in a customer’s journey. Greenway told the story of a friend in the hotel industry, where the hotel acted immediately in the face of an online call for help. The hotel responded fast when it saw Kitty talking about a jet-lag on Instagram, and proposed several solutions like doing yoga that could possibly soothe the tired soul. “Sending a happy birthday, or reminding customers how many time they’ve been on board, are not dialogues. It is the sense of a personal touch that can turn it into a real loyalty relationship.” Online platforms such as Facebook and Instagram are good places to create an interactive dialogue with customers. To amplify the result, brands do not essentially have to walk alone – crossing over with other brands on their channels may make good chemistry as well. “Look at the disruptors and think of what to do with them,” Greenway suggests, reasoning 34 M AR K ET I N G H O N G K O NG O C TO BER 201 6
that partnerships across boundaries can drive unexpected synergies. “We are talking about many companies who are disrupting whole industries, but everyone is just dipping their toes into the water. Brands can start off by linking yourself to member segments, but don’t limit yourself to the traditional players. Not just hotels, but also Airbnb.” Adds Joanna Wong, head of business marketing for Asia Pacifi c at Spotify: “If you are not on-demand, you are old.” The music and video-streaming platform partners different sectors, including FWD Insurance, Fashion Walk and Star Wars the movie, to make sure it reaches customers in the right moments. “Think out of the box. Embrace the new generation of customer choices and preferences, then choose the most suitable strategic partnerships to collaborate and convert insights to engage with new customers.” Many companies have already realised emotional engagement triggers different customer behaviour which also impacts customer loyalty and retention. When companies connect with customers’ emotions, the payoff can be huge.
⎕›封♐䏛⬑⃤✓䚷ᾏ䠍◷〃亏ㆄ㻊⑤ℕ㕟ⓖ厖 㒐₌冔䠓凾俺Ҹ U-Fl⏾姛㛎俌婐Steven Greenway姷䫉虇ㅯ 尯〵宗␒䠓宼宗厖⋻▇䳥䛴Ὶ朢䠓ᾜⓣ屎虇㢘╾劌 㢒㾪⃝ㅯ尯〵宗␒䠓㎟㛗Ҹ㳳⪥虇☋丁♐䏛嬐捜 嬥尀Ҹ Ӂ㸡㢘ㅔ嬐ⶖӃㅯ尯〵ӄ㊂ㄦ⬑㳳媖桫虇厖ⴱ㏅ 悤沕朡凙ⷀ⾁伢╾⁴Ҹӂ ‚ᾙ虇ᾏ↚䠓厘⑤ⷀ劌⢷ⴱ㏅㝔䮚ᾼ弆 ⎿䢇䜅朆懯䠓⃫䚷Ҹ G r e e n w a y ⎕ › ―⌅ ᾏ ⃜ 拡 〦 㫼 㢚 ╚ 䠓 㛔 ‚虇㞾 杫 㝋 封 拡 〦 ⬑ ⃤ │ 㟑 ⡭ ㍘ 佁 ᾙ 䠓 㷑 Ҹ 䜅封 拡〦䢚 ⎿ K it t y ⢷ Instagramᾙ 岪 慿㟑 ⽽ 䠓 呵 㹐虇ⅎ 䱚 │ ら 峿 䗫 䳘 ⪩ ↚ ╾劌 㢘 厡 佸 䠓 孲㸉㝈㹤Ҹ Ӂ䠋憐䚮㝴ㅺ㮑䠓ㇼ幏宙ㇾ虇㎥㕟挡ⴱ㏅↠ ⋴分⪩虇憨抌棭尀Ҹ↚⁉⒥䠓㔴宇╾惘⒥ ㎟ᾏ㵄䢮㒐䠓杫⅑Ҹӂ Facebook ╙Instagram 䳘佁ᾙ。╿㞾厖ⴱ㏅ ら䱚‡⑤尀䠓⬌⢿㝈Ҹ 䉉㕟ⓖ㛗㤫虇♐䏛ᾜᾏ嬐ⳳ恜⃫㎿虇厖⌅ ♐䏛⢷㾯懢ᾙ▗⃫΅╾䚱䚮叾⬌䠓⒥ⴇ⃫䚷Ҹ Greenwayら峿尹處Ӂ䛨㊞ᾏᾚ⾑⧃槪嬕冔虇冒 ㋽彮↠㢘䚩灋▗⃫㯮㢒Ҹӂ孲捚㒖彷榧⥮䠓▗ ⃫╾⁴㔷⑤㊞㊂ᾜ⎿䠓ⓣ▛㛗㍘Ҹ Ӂ㎠↠㏏㒖䠓㞾ㄗ⪩槪嬕㜃↚姛㫼䠓ₐ㫼虇⃕ ⁉⁉抌╹㞾⢷寵㷃䀺Ҹ♐䏛╾朚⭚冒㋽⬑⃤厖⾑⧃ ᾙᾜ▛ⷳ棱䠓ₐ㫼▗⃫虇ᾜᾏ嬐柟 㝋≂伀ₐ 㫼Ҹᾜ≔㞾拡〦虇AirBnB΅╾⁴Ҹӂ Spotif y ⪹Ⓩ⛕㫼⾑⧃㔷ひ帯帻⁉Joanna Wong 婫⋔尹處Ӂ⬑㤫⃯彮ᾜᾙ灭㘼䠓䃽㻐虇寋㞝 ⃯⾁懝㟑―Ҹӂ 封概㮑╙䏖῁㻐Ⱑ汣。╿厖ᾜ▛䛛⎴䠓♐䏛 ▗⃫虇⒔㑻ⵛ姪Ⅼ根ҷ▜〦⣙╙ҿ㞮䖒⪶㎿Ӏ梊虇 ⁴䩉Ⅼ⢷㳲䩉䠓㟑朢㔴宇⎿ⴱ㏅Ҹ Ӂ嬐㏢䧃⿇嬞ㆬ似虇慝▗㜿ᾏⴱ㏅䠓戇㙖╙ ✫⬌虇䋅ㄛ戇㙖㢏▗懸䠓䳥䛴▗⃫⪴虇✓䚷嬚孲 ℕ凾俺㜿ⴱ㏅Ҹӂ 寀 ⪩ ⋻▇ 䖍 ⾁ ㊞ 峧 ⎿ ㉔ ㊮ 凾 俺 劌 宇 䠋 ᾜ ▛ 䠓 ⴱ ㏅ 姛 䉉虇‵ 㢒 榎 ⴱ ㏅䠓 ㅯ 尯 〵 ╙ 㚾 㒐Ҹ 䜅 ₐ 㫼 厖 ⴱ㏅ら 䱚 ㉔ ㊮ 凾 俺虇ⶖ 劌 ㄦ ⎿ ⽷ ⪶ 䠓 ⡭⧀Ҹ WWW. MARK E TING-IN TE RAC TI VE . C OM
職場
CAREERS
JOB SHUFFLE ⁉‚崙⑤ O m n i c o m Media Group Hong Kong has promoted Deric Wong (right) from managing partner of strategy at OMD Hong Kong and China to CEO of OMD Hong Kong. Roid Sin, CEO of OMD Hong Kong, will take up a group role as chief growth offi cer of Omnicom Media Group Hong Kong. The new role will see Wong return to a full-time Hong-Kong-based role over the coming three months. Sin and Wong will transition into their new roles over the next three months to ensure there is no disruption for clients and OMD.
MARIKO SANCHANTA JOINS FIDELITY Mariko Sanchanta
ⴞ䡮Ⱑ汣桕⢧㙱ⓖ┮㻸殿Ⱑ汣ᾼ㾾Ⓩ䳥䛴嗲‚▗⪴ ⁉灒⢚㜖虃▂虄䉉㻸殿Ⱑ汣欨㾾Ⓩ姛㛎俌婐虇⁴㔴㢎 ⍋⑬⎬Ὶ分虇ㄛ冔ⶖⓖ₊ⴞ䡮Ⱑ汣桕⢧欨㾾Ⓩ欥⾼ 䠋ⷤⴧҸ⢷⌅㜿分⃜ᾙ虇灒⢚㜖ⶖ⿇歟欨㾾Ҹ⍋⑬⎬ ╙灒⢚㜖ⶖ㝋㢹ℕᾘ↚㢗″㔴懝㾰厂㜿分⃜虇⁴ 䩉Ⅼⴱ㏅╙⋻▇ᾜ㢒憯㎟₊⃤榎Ҹ
⋴ⵛ懣⢚株 Mariko Sanchanta has joined Fidelity as head of corporate International communications for Asia Pacific. She joins from Burson-Marsteller where she was the Asia Pacific regional managing director of media. She is responsible for the company’s corporate communications strategy across the region, including Japan. She leads a team across Hong Kong and Tokyo and will support the Asia-based management team in the achievement of the region’s business goals. Reporting to Peter Yandle, head of corporate affairs in London, she will also work closely with Mark Talbot, managing director of Asia Pacific, ex-Japan. Mariko Sanchanta⋴ⵛ懣⢚株虇⎉₊⪹ Ⓩ ₐ 㫼≂宙 Ὴ䴰Ҹ⋴ⵛ懣 Ὶ⏜虇⬈₊分 㝋ⓩ桔 ⋻杫虇㙣₊ ⪹Ⓩ 嗲‚ 俌伢䖕ҸSanchanta ⶖ帯 帻封⋻▇⢷㜃↚⢿Ⓩ虇⒔㑻㝴㢻䠓ₐ㫼≂宙䳥䛴Ҹ ⬈ⶖ⿅榧ᾏ㚾㯺彷欨㾾╙㤀※䠓⢧栙虇㚾㒐㻁 䠓䴰䖕⢧栙䖍封⢿Ⓩ䠓㫼⑨䡽㮨Ҹ⬈ⶖ䢃㔴■↺ 㛵ₐ㫼‚⑨帯帻⁉Peter YandleⒾ⧀虇厖⪹Ⓩ 虃㝴㢻柳⪥虄⦆姛嗲‚Mark Talbot余ⵕ▗⃫Ҹ
Shiseido Hong Kong hired Zaheer Nooruddin, formerly executive director and head of digital innovation at Golin, as head of digital. Reporting to Morgan Tan, president of Shiseido Hong Kong, he will partner with business stakeholders to accelerate the company’s digital transformation in the city. He will take charge of specialist units focusing on digital transformation, including consumer insight and customer experience, customer relationship management and UX design. 幖䚮⦑欨㾾㢘柟⋻▇ⴲ⾒凧䚷⏜ Golin ⦆姛俌䡲╙ 㜇䩋␄㜿俌䡲Zaheer Nooruddi⎉₊㜇䩋俌䡲 ᾏ分ҸZaheer 㢒䢃㔴■幖䚮⦑欨㾾㢘柟⋻▇俌婐 Morgan TanⒾ⧀⽴⃫虇ⶖ厖㫼⑨⪴↠㚫㏚▗ ⃫虇㔷⑤幖䚮⦑⢷欨㾾䖍㜇䩋惘⤚Ҹⶖ⿅榧⪩ ↚帻㜇䩋惘⤚⢧栙虇⒔㑻㼗幊冔 㺭㈘╙ⴱ㏅汣 毦ҷⴱ㏅杫⅑䴰䖕╙䚷㏅汣毦宼宗Ҹ
AXA Asia has appointed Frédéric Tardy as regional chief marketing, digital, data and customer officer, reporting directly to JeanLouis Laurent Josi, regional chief executive officer of AXA Asia. Based in Hong Kong, he will oversee areas that cover customers, marketing, innovation, data, digital and partnership development. Before joining AXA Asia, he was chief marketing and distribution officer of AXA Group, based in Paris, a position he had held since 2013. ⴘ䡪㻁⾁₊☌Frédéric Tardy䉉Ⓩ⥮欥⾼⾑⧃㔷 ひҷ㜇䩋ҷ㜇㙩╙ⴱ㏅俌䡲虇䢃㔴■ⴘ䡪㻁Ⓩ姛㛎俌 婐Jean-Louis Laurent JosiⒾ⧀虇⿇歟欨㾾ҸTardy ⶖ帯帻㽄噚ⴱ㏅ҷ⾑⧃㔷ひҷ␄㜿ҷ㜇㙩ҷ㜇䩋╙⪴ 杫⅑䠋ⷤ䳘㫼⑨䵓⢜Ҹ⋴ⴘ䡪㻁Ὶ⏜虇卹2013 〃弆㙣₊ⴘ䡪桕⢧欥⾼䍮摆╙⎕摆俌䡲虇⿇歟⾃灝Ҹ
Maria Sit has joined Sun Life Hong Kong as its chief client experience and digital officer. She will work with her colleagues across the business to deliver on the “client for life” experience. Before joining Sun Life, she was the regional managing director at HeathWallace for the past 10 years. 㷇㞝捠夜ⴲ⃗⭣₊圪㞤䉉欨㾾㷇㞝捠夜欥⾼槶ⴱ汣 毦╙㜇䩋䳥䛴俌䡲虇⬈ⶖ厖▓扷朏▛‚余ⵕ▗⃫虇宼 宗⊹弙䠓槶ⴱ䚮☌汣毦虇⢷䡮㷇㞝捠夜Ὶ⏜虇圪㞤 㝋懝╊ⓐ〃㙣₊HeathWallaceⓏ⥮嗲‚俌伢䖕Ҹ
Eric Lee, the former global location-based entertainment (LBE) director for Rovio Entertainment in Europe, joined Turner Asia Pacific as the new LBE director for the region. He is tasked with identifying opportunities to develop consumer-facing experiences such as water parks, theme parks, branded retail and entertainment spaces. ⏜Rovio Entertainment㳟㻁⋷䖒⦉㝋⃜僽⮪㮑 虃LBE虄俌䡲Eric Lee 䡮䐈亜⪹Ⓩ虇⎉₊封 ⢿Ⓩ䠓㜿₊ ⦉㝋⃜ 僽 ⮪ 㮑 俌 䡲ҸLee ⶖ帯帻㐍 㯮懖⁴䠋ⷤ棱■㼗幊冔䠓汣毦虇ℚ⬑㷃ᾙ㮑⢡ҷῊ 槛⋻⢡ҷ♐䏛梅⚽╙⮪㮑䰉朢䳘Ҹ
ON THE MOVE? LET US KNOW! INTIT@MARKETING-INTERACTIVE.COM
WWW.M A R K ET I N G - I N T ER A C T I V E.C O M
OCTOB E R 2 016 MARK E TING HON G KON G 35
結語
LAST WORD
FOUR LESSONS BRANDS CAN LEARN FROM THE IPHONE 7 LAUNCH ♐䏛╾■IPHONE 7䠋⾒㢒ⴇ兡䠓⡪₅‚ Apple’s live-streamed product launch reeled in tremendous amounts of activity on social media and generated a considerable amount of excitement through various digital channels. The viewer adherence as well as the interest in this event was made possible by acute advertising and Apple’s very own livestreaming technology. Given Apple’s involvement in the development of live-streaming technology, it understood the advantages of using this service for brand promotion purposes early on and has been live-streaming events for several years. So what does Apple understand about branded live-streaming that most brands are slowly catching on to? 1. Earned media opportunities As exciting as it is to participate in a conference, especially one as coveted as an Apple launch, live-streaming services of an event allow for brands to get more exposure regardless of geographical constraints. Apple’s event was streamed internationally and had millions of viewers tuned in from around the world allowing for maximum brand exposure as well as a large amount of coverage from various outlets that wouldn’t have been able to attend the event otherwise. While watching these streams in parallel I realised that although these organisations had reporters at the event, they intentionally had live streams to be able to converse and react in real-time to the event. Not only does this create more organic coverage for a brand, but it also allows for higher levels of enthusiasm and engagement around the brand’s event. 2. Better quality brand exposure and consumer engagement Imagine just how underwhelming Apple product
Lian Cimet Analyst at M&C Saatchi Mobile 36 M AR K ET I N G H O N G K O NG O C TO BER 201 6
launches would be for a consumer without the live-streaming experience. The normal Apple consumer would walk into a store and see a slightly better-looking phone than the iPhone 6. Without live-streaming, only a select few journalists and VIPs would have been able to follow the launch, leaving your normal consumer unable to engage genuinely and proactively.
⛘ᚤፊᎽᛵᯆᶋᏖỒᯀᲵᛸ∂ᑋᐐ᳂➳ጆ፫ᩪ ⽷⪶憃榎虇憞懝▓䮽㜇䩋㾯懢ㄗ⪩⁉䢇䜅桏怜Ҹ 乍䀥䠓ひ◙虇⁴╙垚㤫䓷㢘䠓䖍⧃䢃㘼㐏姢虇憯ⷀ― 孏䣍䠓ㅯ㚾㒐虇⁴╙㻊⑤䠓厗弲Ҹ 无㝋垚㤫⢷䖍⧃䢃㘼㐏姢䠋ⷤ㝈棱䠓㐤⋴虇↠ 㝸ⷀ㞝䠌ℎ䚷憨䮽㢜⑨㔷ひ♐䏛䠓⊹⑱虇㝋懝╊」 〃ᾏ䢃厘姛⪩⧃䖍⧃䢃㘼㻊⑤Ҹ ⎿〤垚㤫䖍⧃䢃㘼♐䏛㻊⑤㢘⃤榧⋗㝋⪶⪩ 㜇♐䏛䠓䓷䐈嬚孲虚
3. Exclusivity creates excitement Everyone wanted to watch Apple’s event because it took away the headphone jack, but also because there is just something exciting about a live event. With live-streaming, you can basically urge people to check out a “limited-time offer” which makes them more inclined to tune in. In doing so you ensure your consumers want to watch to avoid #FOMO (fear of missing out). And once again, because there are fewer restrictions around live-streaming, people can tune in just to check it out, and if you are good enough, they will stay. That’s what happened here at M&C Saatchi Mobile, they kept us on the edge of our seats waiting for the AirPod announcements.
1/ᓑḈ᳂➳⍶Ὶ
4. A more engaging SEO exposure If you google “iPhone 7”, the results are all related to the launch event with short videos as well as in-depth articles about the features. This is something to consider with the rising importance of SEO – you want every bit of information appearing in the search engine to be as engaging and compelling as possible, not to mention as populous as possible. The fundamental advantage of livestreaming that we should keep in mind is that it allows you to have a physical and digital presence simultaneously, so you are only increasing your chances of success by maximising your presence.
劌⪯╒厖㢒峿⾁⪯⁉厗⫽虇ⶳ⌅㞾⁉⁉強Ὶ呴漸 䠓垚㤫䠋⾒㢒Ҹ㻊⑤䖍⧃䢃㘼㢜⑨劌崢♐䏛⨭㡬⋘ 䔖虇㏢䧃⢿⥮柟⏅Ҹ 垚㤫䠋⾒㢒䢃㘼厂⋷ᾥ䛛虇ᾥ䛛▓⢿㜇⁴䠍喻䠓 孏䣍ᾏ▛㛅䢚虇劌⪯䎼╥㢏⪶䠓♐䏛㡬⋘䔖虇⁴╙▓ ⢿䊰㹤╒厖㻊⑤䠓。╿⪶刕⧀Ҹ 㛅䢚憨䢃㘼㻊⑤㟑虇㎠㊞峧⎿桥䋅憨㯮㭚 㢘戏屚宧冔⎉⾼㻊⑤䖍⧃虇⃕↠㢘㊞憩懝䢃㘼ℕ䉉 㻊⑤媌憯│㟑尀╙╜㍘Ҹ憨ᾜ≔䉉♐䏛␄憯㢃⪩卹 䋅⧀虇㢃䉉♐䏛㻊⑤⿅ℕ㢃汧㷃。䠓⁉㶲╙╒厖Ҹ 3/ᕗᗏᛵᵬ☠ᐤᮻᦧḈᜇ᪺ℚ 寵㊂ᾏᾚ虇㸡䖍⧃䢃㘼汣毦䠓尀虇㼗幊冔垚㤫䚱♐ 䠋⾒㢒䠓⓿巰ᾜ㢒⬑㳳㾀⏊Ҹᾏ去垚㤫㼗幊冔㎥㢒廿 懁⛕〦虇戇㙖ᾏ扷⪥⤚㵣iPhone 6䮜䉉䂑‽䠓㏚㯮Ҹ 㸡㢘䢃㘼虇╹㢘ᾏ㘽䔁戏䠓宧冔╙VIP幃幢╾ ⁴╒厖䠋⾒㢒虇ℎᾏ去㼗幊冔䊰㹤䢮㳲䯜㬄╒厖Ҹ 4/⎕ᧁᙨℽᱛ⏏⍃ 㵞↚⁉抌㊂㛅䢚垚㤫䠋⾒㢒虇ᾜ≔⡯䉉ⴒ╥㼗㏚㯮凂 㯮ⳣ虇戓⡯䉉䖍⧃㻊⑤⁉厗⫽Ҹ憞懝䢃㘼虇⦉㢻ᾙ╾ ⅒ℎ孏䣍㖫Ӂ柟㟑⊹㉯ӂ虇↠㢃心怜㛅䢚Ҹ 憨㮲⇩╾䩉Ⅼ⃯䠓ⴱ㏅心怜㛅䢚虇⁴⋜撾懝㼗 ㇾҸ军ᾣ虇⌜ᾏ㲰⡯䉉䢃㘼柟⏅悒ⶠ虇孏䣍╾样㟑㛅 䢚虇⬑㤫㻊⑤⪯◇イ䠓尀虇↠㢒ᾏ䢃㛅䢚Ҹ憨㳲 㞾M&C Saatchi㏚㯮㫼⑨⢧栙䖍㟑㏏⇩Ὶ‚虇↠崢 ㎠↠⣟⢷ⷞῚ⏜虇棫ㄔAirPod䠓⋻◙Ҹ 5/ᕗᗤᓲ፫ዾᛵỀᨍ፫⑳ፓ☠ᐤᮻ ⢷Google㖫ӁiPhone 7ӂ䠓尀虇㢒䠋䖍㖫仟㤫⋷ 抌杫㝋䠋⾒㢒虇染㢘䥼䏖╙㾀⋴⎕㤟䚱♐劌䠓㜖 䱯虇憨ᾏ灭⇋ㄦ⬌⬌䛨㊞Ҹ⢷㖫亱イ㙝⊹⒥㝴䡙捜嬐 䠓㟑虇䜅䋅⾛㢪⎉䖍⢷㖫イ㙝䠓₊⃤宙ㇾ抌䡰╾ 劌⌆◇イ╙⁉ⅰ㢜虇军ᾣ劌⪯㔴宇㊗⪩⁉㊗⬌Ҹ ㎠↠嬐宧⃞虇䖍⧃䢃㘼䠓㧈㢻⊹⑱⢷㝋崢⃯▛㟑 ⳧⢷㝋汣╙㜇䩋ᾥ䛛虇⡯㳳䡰捞㕟ⓖ⃯䠓⳧⢷㊮虇 ╹㢒⨭⃯㎟䠓㯮㢒Ҹ
WWW. MARK E TING-IN TE RAC TI VE . C OM