Marketing Magazine SG - Aug 2014

MARKETING MAGAZINE SINGAPORE EDITION

THE ART & SCIENCE OF CONNECTING WITH CONSUMERS

SINGAPORE

AUGUST 2014

marketing-interactive.com

AUGUST 2014

S$5.90 INC GST

– MONDELĒZ’S GLOBAL MEDIA INNOVATIONS DIRECTOR PETE MITCHELL

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

I have often sat through long presentations in a meeting or during a conference/event. So far, I haven’t had to make one myself that’s as long, but a few things always strike me when I’m listening to someone present – especially those that make sitting through one an uphill task.

While some may say this is not related to marketing, I beg to differ. A senior marketer once told me: how you do anything is how you do everything. So if you can’t convince a room full of people with a compelling story, I can see why it will be tough to convince the hundreds of thousands of consumers out there.

I’m just trying to make one point here – that a presentation with complex charts, graphs, images and videos may look impressive, but if delivered poorly, all the hard work, I’m afraid, is down the drain. I do not aim to make this note a listicle, but let me highlight a few points anyway: Reading the slides – and this tops the list How many times have you seen a speaker practically showing their back to the audience for a good 30 to 40 minutes, reading the slide, word by word? As an audience, surely, at that point you thought, “well, I can read that myself too”.

And it gets worse … if the slides are textheavy. There is so much text in the slides, they make the audience squint, or worse, simply switch off. (Or wait, this perhaps is the only instance where you will appreciate someone reading that slide.)

Jokes, they better be good.

Now humour, I understand, does not come naturally to everyone, so think twice before cracking those jokes. Remember that awkward moment when you cracked a wife/kid joke on stage and no one laughed? That’s because they’re done to death. I’d say when in doubt leave it out.

Thumbs up to videos, but …

I have to say videos work really well in engaging audiences. I’m a fan, but only until that generic brand video comes up and I’m thinking, “wait a minute, what’s the context again?” I know it’s tough not to push your brand through at the drop of a hat, but exercising some restraint is a good idea.

Standard openers I get it. Setting the context is a must, but look at these examples and you will know what I mean.

“Mobile penetration is at an all-time high”, “social media is the next big thing”, “digital marketing is here to stay”. None of them are wrong, but what’s the real hook for the audience here?

Who doesn’t know that?

Quite a few marketers in the region are outstanding public speakers, I must say. Some not so much, but whether public speaking is your forte or not, it’s helpful to remember storytelling is a skill – a much-needed one in marketing and advertising today.

Enjoy the issue.

Tony Kelly, Editorial Director tk@marketing-interactive.com Justin Randles, Group Managing Director jr@marketing-interactive.com

Marketing is published 12 times per year by Lighthouse Independent Media Pte Ltd. Printed in Singapore on CTP process by Sun Rise Printing & Supplies Pte Ltd, 10 Admiralty Street, #06-20 North Link Building, Singapore 757695. Tel: (65) 6383 5290.

MICA (P) 180/03/2009. For subscriptions, contact circulations at +65 6423 0329 or email subscriptions@marketing-interactive.com. COPYRIGHT & REPRINTS: All material printed in Marketing is protected under the copyright act. All rights reserved.

No material may be reproduced in part or in whole without the prior written consent of the publisher and copyright holder. Permission may be requested through the Singapore office. Disclaimer: The views and opinions expressed in Marketing are not necessarily the views of the publisher. Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01 See Hoy Chan Hub, Singapore 118519 198755 Tel: +65 6423 0329 Fax: +65 6423 0117 Hong Kong: Lighthouse Independent Media Ltd Unit A, 7/F, Wah Kit Commercial Building 302 Des Voeux Road Central, Sheung Wan, Hong Kong Tel: +852 2861 1882 Fax: +852 2861 1336 To subscribe to Marketing magazine, go to: www.marketing-interactive.com

Photography: Stefanus Elliot Lee – www.elliotly.com; Makeup & Hair: Michmakeover using Make Up For Ever & hair using Sebastian Professional – www.michmakeover.com

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

MARKETING IS ALL ABOUT STORYTELLING, ISN’T IT?

Rayana Pandey Editor

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CONTENTS FEA TU R ES 12 SORRELL ON 10 TRENDS SHAPING THE AD BUSINESS The changing power of retail and the rising importance of internal communications – WPP’s chief Sir Martin Sorrell on 10 key trends for the ad world.

18 NEWS ANALYSIS: SPOTIFY Spotify is tracking rapid growth in several Asian markets. Here is its plan for the region. Elizabeth Low reports.

22 PROFILE: MONDEL Z’S PETE MITCHELL The FMCG giant is eager to change its traditional ways. Can it think like a start-up? Global media innovations director Pete Mitchell tells Elizabeth Low what’s churning beneath the surface.

30 MASTER REPORT: SHOPPER MARKETING Marketers and experts discuss key retail marketing strategies and best-in-class case studies.

38 MASTER REPORT: BIG DATA It’s a race to the top, and confectionery giant Mondelēz is eager to get there. Recently appointed global media innovations director Pete Mitchell talks about how it intends to place digital at the core of its planning, as well as plans to make the entire organisation more innovative – page 22.

Whether big or small, brands need to get smart about data or else they may lose out on the game. Here are the challenges and how to overcome them.

OPINIONS

DE PA RT M E N T S

20 AD WATCH/WEB WATCH

4 NEWS

Grey Group Singapore’s Nrusingha Choudhury gives a thumbs up to Unilever and Ogilvy for Comfort’s, “The Day I Visited My Son” ad; and GoodStuph’s Eugenia Tan loves IKEA’s PS 2014 collection website.

IDA seeks social media consultancy; NLB in PR storm over “pro-family” moves; a panel of agencies appointed for HPB’s creatives; plus SMU looks for a creative agency.

21 DIRECT MAIL CASE STUDY 53 LAST WORD: Airbnb’s “obscene” new logo Why the new logo is a success: It’s gotten the brand talked about for days. How can it not be?

Ads appeared everywhere with a provoking quote and no brand stated. How RTL CBS Asia got the public’s attention with this guerrilla campaign.

SCAN TO SUBSCRIBE!

18 12 KEY TAKEAWAYS: >> Mondelēz changes its ways. >> Strategies in shopper marketing and using big data. >> Key trends for the ad industry.

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NEWS

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

A reason to smile F&N Seasons Singapore, with its digital agency Isobar, launched a booth for its Ice Passionfruit Green Tea which used facial recognition technology. The F&N Seasons’ “Chill Booth” worked on a simple challenge: Keep smiling and the Chill Booth would recognise your expression and activate a robot arm to pick out a free can of tea.

Going regional The NUS Lee Kuan Yew School of Public Policy (NUS LKYSPP) appointed local independent media agency, The Media Shop, as its media agency for its upcoming regional campaign for a year.

Tracy Lee, associate director of external affairs for NUS LKYSPP, said the school was looking for an agency with proven and successful advertising and direct marketing experience in the regions outside Singapore.

Flying high Local artiste management company FLY Entertainment and social media agency Goodstuph partnered to launch a new bar called Bar Naked to unify outdoor advertising with event marketing.

According to a release sent out by the company, the space offers brands a redefined media space and invites brands and consumers to “drop their inhibitions and let loose.” The two-storey bar is located on Club Street.

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Komli launches app Media technology company Komli Media launched an Android app for its remarketing demand side platform (RDSP) customers.

The app allows customers to manage various campaigns and strategies and check the performances in real-time.

Launched earlier this year, Komli’s RDSP allows marketers to manage their remarketing campaigns across display, mobile and social from a single cohesive, transparent interface.

An award not to win Women’s activist group AWARE launched its annual Alamak!

Award, “honouring” or rather, calling out instances of sexism over the past year. This year the award show had four nominees, with Scoot and Goldheart Jewellery on the list. Scoot was short-listed for a campaign where it claimed to be “better than your girlfriend”.

Meanwhile, Goldheart Jewellery launched a sexist International Women’s Day ad.

Hunting again The Health Promotion Board is looking to appoint a director to head its corporate marketing and communications division. The role was last held by Cassandra Tay who replaced Vernon Vasu in November 2013. The board is looking for a highly experienced marketer – listing requirements such as 15 years of working experience in marketing, public relations, advertising and brand management-related roles.

New look OOH media company JCDecaux revamped its billboards in Chinatown, increasing the platform size by 71% and improving illumination with back-lit and perimeter lights. The enhanced billboards were unveiled together with JCDecaux’s long-term partners, Singapore Airlines and Leung Kai Fook (Axe Oil). The SIA campaign is handled by MEC with creative agency TBWA. The Axe Oil campaign is handled by creative agency Ace:Daytons and Germs Digital.

IDA seeks agency The Infocomm Development Authority of Singapore (IDA) is looking for a social media consultancy to enhance IDA’s strategy for its corporate social media channels to strengthen its digital persona. These corporate channels include Facebook, Twitter, YouTube and LinkedIn. The agency will need to consult, research and develop the social media content for these channels.

Are you daring enough?

Contact lenses brand ACUVUE is challenging youths in Asia to pursue their passions with its “Dare to Be” campaign.

Its campaign unveils a series of “dares” on its microsite for contenders to push today’s youths out of their comfort zones. The biggest dare for the campaign asks youths to “Dare to become an MTV VJ.” The contest is open to participants in Malaysia, Singapore, Indonesia and Thailand.

For the masses The Media Development Authority (MDA) appointed M1 to manage the roll-out of its digital TV assistance scheme for low-income households. M1 will progressively supply and install digital TV equipment for all eligible households and resolve any technical issues pertaining to the equipment and installation over the next two to three years. The open tender was conducted from 20 March to 22 April.

Savouring the moment OOH media company JCDecaux launched an interactive media solution on Orchard Road with its first advertiser Lipton. The campaign, “Savour a Lipton Moment”, allows shoppers to discover new “possibili-TEAS” and ways of enjoying Lipton Tea. The campaign is fronted by international artist, George Young. It is handled by Mindshare Singapore with creative work by Mindshare Discovery.

New offering Techsailor, a TO THE NEW group company, launched Social IQ, an integrated social CRM offering.

The solution is designed to enable brands to harness the power of social media beyond advertising and derive tangible business performance. Social IQ’s business framework offers 25 end-to-end social CRM cases ranging from strategy, engagement, response management, creative, content and analytics, underpinned through a strong layer of technology.

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NEWS

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Zouk plans farewell Zouk, the global club brand, is planning its final instalment of the 2014 ZoukOut festival along with a series of farewell parties. These are all in anticipation of the club’s planned closure. This comes as the club’s lease on its premises on Jiak Kim Street expires at the end of this year and also because of the lack of availability of a suitable site for a new home.

Bait and hook Local boutique PR agency Right Hook Communications has added three new clients to its roster. The agency bagged an account with Kinetika Xtreme is a new fitness club, tech firm Appier and Selfish Gene Café an eatery along Craig Rd. The agency will handle media relations and more.

Close proximity Big data company AdNear and Mindshare partnered up to push location-based mobile advertising services to brands across Asia Pacific. Mindshare is leveraging AdNear’s location-based audience technology which has a database of more than 245 million user profiles. The partnership is for an initial one year and is non exclusive to Mindshare.

MediaCorp’s new role MediaCorp OOH Media has been appointed the exclusive media partner to manage the new digital screen at Orchardgateway, a new mall located in the heart of Orchard Road. Located at the façade of Peranakan Place, the new LED digital outdoor screen displays high resolution images and highdefinition sounds. It is situated along Orchard Road.

A public apology StarHub consumer Huang Zhijian has apologised to StarHub Cable Vision for facilitating illegal access to the network’s cable channels and using unauthorised recorders.

Taking out a half-page ad for the apology, he promised to stop all his “unlawful” activities and stealing content off the telco. The crime falls under Section 48 of the Broadcasting Act. When contacted

by Marketing, StarHub declined to comment further on the case.

What’s in a name?

StarHub is appointed founding partner and the official telecommunications partner of the Singapore Sports Hub. It is the official broadcaster partner for the Women’s Tennis Association (WTA) Tour and the official telecommunications partner of the BNP Paribas WTA Finals Singapore presented by SC Global. StarHub will receive branding rights to the National Stadium’s South West Gate Entrance as well as a 30-seater corporate hospitality suite.

Bigger and better SPHMBO relaunched its Chevron House screen with a larger digital panel. The screen has been a flagship for SPHMBO’s digital offering since its launch in 2002.

The new screen has sharper display resolutions and is capable of conveying content in various forms such as moving videos or still frames and more.

it’s time to make the call

Marketers understand mobile’s critical role in influencing customers. Learn more about this crucial art in the second installment of Mobile Marketing Interactive.

Call 6423 0329 or write to Che Winstrom at chew@marketing-interactive.com to find out more about sponsorship opportunities.

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NEWS

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FOX upgrades FOX International Channels (FIC) will implement a wide-scale upgrade to its FOX Sports Asia network from 15 August. The change will see the network rebrand its portfolio of channels which currently include FOX Sports, FOX Sports Plus HD and STAR Sports to FOX Sports, FOX Sports 2 and FOX Sports 3 respectively. This change will take effect in all countries across Asia where FOX Sports network channels are available.

Extension for MH370 The organisers behind the MH370 reward campaign extended the campaign until 8 August 2014. The crowdfunding campaign known as The Reward MH370: The Search for the Truth was first launched on the platform Indiegogo.com in June in an attempt for families to come up with a reward for more information on the missing plane.

The initial target for the campaign was US$5 million.

A smart new platform SMRT launched the iMOB – or I’m On Board – a platform that integrates advertising, digital and retail businesses. iMOB is SMRT’s interactive space (iSpace) dedicated to e-commerce. iMOB targets commuters on-the-go to grab deals. Content on the online site has also been streamlined into nine major lifestyle categories: Food, fun, tech, fashion, wellness, travel, home, family and shops for easier navigation.

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NLB removes books The National Library Board (NLB) came under intense fire from netizens after it decided to pull two children’s books off its shelves.

The books were removed after the board received complaints from a member of the public stating the titles, And Tango Makes Three and The White Swan Express were not in line with traditional family values. The first book depicts two male penguins acting like a couple raising a young penguin and the latter talks about a single mother, adoption and a lesbian couple.

Bringing out the best Following its recent launch of “The Best of You movement” in June 2014, biscuit manufacturer Julie’s is calling on the public to submit their personal stories of people, things or experiences that have brought out the best in them.

The movement celebrates family ties and social acceptance and runs in Singapore and Malaysia until November and will ultimately culminate in an exhibition.

SMU calls for review The Singapore Management University (SMU) is calling for a review of all its agency partners.

Separate agency reviews are being held for its media buying business, creative business and production duties. This is part of its regular review process after three years with its incumbents, Ted Choo, head of corporate marketing at SMU, confirmed to Marketing.

Growing momentum Social media and mobile agency KRDS Singapore won two new accounts – Converse Singapore and Great Eastern Women’s Run Singapore. Both have appointed KRDS for their community management on Facebook for the coming year. Meanwhile, for Great Eastern Women’s Run Singapore, KRDS will attempt to inspire women to consider fitness more seriously.

Drink up!

Pernod Ricard appointed Techsailor as its digital agency following a pitch. The appointment covers the Singapore market. The agency is tasked to manage the digital assets for the brands Chivas and The Glenlivet. This includes work on the brands’ Facebook page, social media listening and website. Currently the appointment is for a year. The incumbent for the account was ihub Media.

Giving back Dentsu Aegis Network Singapore partnered with President’s Challenge to present the “Gift of Art” to more than 600 beneficiaries for its “One Day for Change Committed” initiative. A 364-strong strong brigade of volunteers from Dentsu Aegis Network’s agencies in Singapore came together to cultivate creative and artistic skills within the organisation to help the less fortunate through art-related activities across the island.

More to choose from The Health Promotion Board appointed a panel of creative agencies for its creative business.

The agencies are DDB Worldwide, Mangham Gaxiola, Three60 Degrees Consulting, Eitan and The Affiniti. This comes following a creative pitch it called this year. Marketing understands that following the appointments, HPB may enlist the services of any of the five agencies to conduct communication duties.

Seamless experiences M1’s new brand campaign, created with the help of Y&R Singapore, is extending into the online space, with three new interconnected webisodes.

M1 launched its newest brand campaign with the theme, “M1. For Every One”, with a 45-second TVC featuring different personalities from all walks of life. The three new interconnected webisodes further expand on the background of the characters in the TVC.

Winning big Pernod Ricard Singapore renewed creative and brand duties with GOVT Singapore on its ABSOLUT Vodka and G.H. Mumm Champagnes accounts for a second year. The agency also freshly launched its office in Kuala Lumpur, Malaysia, working with clients, Development Bank of Singapore (DBS), Airbnb, RUF and LASALLE College of The Arts.

The Malaysian arm will be led by creative partner Casey Loh.

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HOW MUCH DOES THAT COST?

A TREE OF LOVE

The power of love An ad called “The Power of Love” for telco DTAC went viral with more than eight million views in a week. Produced by Y&R Thailand, the two-minute video tugged heartstrings all over the world with its message that technology can never replace love. Its humorous start and touching ending had people liking and sharing it on social media the world over.

Real moments The Levi’s brand launched its new global brand campaign, “Live in Levi’s”. At the forefront of the campaign is a digital approach aiming to engage the global Levi’s community. The campaign attempts to celebrate real-life moments experienced by Levi’s owners. A social film showcasing the stories of people and its products will launch in early August on TV and in cinemas.

A second attempt AirAsia is partnering with e-retailer Rakuten as it makes a move into the Japanese market. This is AirAsia’s second venture into the market after its partnership with ANA was called off last year.

According to Reuters, Rakuten will help boost its online travel site through the venture. It will also create new business to fight off competition from other online e-retailers.

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Pairing up Vserv.mobi inked a joint partnership with Microsoft Devices in Vietnam.

Through this partnership, DivMob, a Vietnam-based mobile game developer and the inventor of Ninja Revenge, is to merchandise its Android games on the Nokia X platform globally. Microsoft Devices and Vserv.mobi will invest to engage DivMob to develop and port its popular Android games over to the Nokia X Store using Vserv. mobi’s ad exchange exclusively.

New ties Nike ended its 13 year partnership with Manchester United. According to The Daily Mail, Nike did not take up its right to match adidas offer to continue the partnership with United worth £30m a year for 13 years because it “no longer considers it value for money”.

Meanwhile, Manchester United finally chose to tie with adidas in a deal worth a record £70m annually.

Powering on To market Biotherm’s product AQUAPOWER for men, the skincare brand launched an ad campaign featuring brand ambassador and actor Eddie Peng. The brand placed ads featuring the star in magazines and ran online banners on Facebook, Yahoo, YouTube and online forums. It set up a World Cupthemed booth which gave away sample kits of Biotherm Homme products if visitors liked the brand’s official Facebook page.

In June, Guinness mobilised its community to light up 1,000 candles as part of a symbolic art installation that represented the support for single mothers. The brand also launched a video tribute that featured three of the many women morally and fi nancially supported by ChaCha Cottage. Guinness garnered pledges of support for them through a dedicated Facebook application, donating SG$100 to the social enterprise for every click of support from the public.

Meanwhile, installation artist Angela Chong used the candles’ light and shadows as a medium, with the 1,000 candles portraying a blossoming tree with a young sapling, inspired by the recent blossoming season in Singapore after months of no rainfall. The tree symbolised the strength and resilience of a single mother, while

Were you guilty?

During the football season, Durex ran its #DontFakeIt campaign, taking a jab at footballers faking injuries on the field. As part of the campaign, Durex conducted a survey which saw nearly 40% of men turning down sex in order to watch soccer. Top excuses included being tired, having a bad back or a headache. More than 2,000 men were surveyed as part of the campaign.

An sinful error Urban Outfitters (UO), a publicly traded retail company selling home goods, headquartered in Philadelphia has removed a Lord Ganesha duvet cover from its website after Hindus protested calling it inappropriate. The company later removed the item from its site.

the sapling in turn symbolised a mother’s selflessness in the nurturing of her children.

On a closer look, one would also notice the installation featured the profile of a woman, representative of the single mothers being looked after at ChaCha Cottage, that the Arthur Guinness Projects was supporting.

The costs incurred for the creation of the work were limited to material costs which amounted to about SG$4,000. Venue rental, manpower and insurance costs for set-up were not included in the above cost.

Roaring ahead As part of a global roll-out, Publicis’ full service digital agency ROAR is setting up in Hong Kong.

ROAR will have hand-picked talent drawn from across the digital resources within Publicis.

It will see strategy, creative, user experience, media, and analytics brought together. The agency claims to also use a combination of intelligence, emotion as well as technology to transform the marketing strategy of its clients.

Getting a Life WPP media agency Mindshare has set up a global wearable technology group called Life+ to help brands take advantage of the new technology. Life+ is headed by Jeff Malmad, managing director of mobile at Mindshare North America, and is designed to help brands understand the opportunities that wearable technology presents. Mindshare clients will be able to work with leading wearable technology companies to create brand-related applications.

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Like a local The Hong Kong Tourism Board produced four video ads to appeal to the following traveller archetypes – the foodie, the fashionista, the health-conscious and the family – featuring local experiences that will appeal to each type of traveller. The videos tap into consumer insights about what they really want to hear about destinations, that is, what locals are really doing, and going beyond the usual tourist sights.

Music matters YouTube is making its move into subscription-based music. The service is expected to launch later in the summer and offers fans adfree music for a paid subscription.

A YouTube spokesperson told Marketing the move aimed to “continue making YouTube an amazing music experience, both as a global platform for fans and artists to connect, and as a revenue source for the music industry”.

Cathay names agency Cathay Pacific named DigitasLBi its global digital agency of record following a competitive pitch, which involved six agencies, including Sapient and AKQA. The three to five-year contract sees DigitasLBi tasked to overhaul Cathay Pacific’s global digital strategy, as well as relaunching its multi-platform e-commerce offering. The agency will also assume responsibility for elements of Cathay Pacific’s online communications in key international territories.

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Rev Asia bails out After five years, Rev Asia decided not to renew its exclusive partnership with Microsoft to produce MSN Malaysia. Rev Asia has exclusively operated and developed content and delivered advertising solutions for MSN Malaysia’s portal msn. com.my, Outlook.com and Skype in Malaysia. According to a spokesperson from Rev Asia, the contract ended on 30 June.

Exodus of staff Cebu Air Inc (CEB), operator of Cebu Pacific, has reportedly started to lay off staff at Tigerair Philippines as part of the budget airlines’ merger. Interaksyon.com reported CEB had begun handing out notices of redundancy.

About 30 employees were initially affected, including the unexpected exit from Olive Ramos, Tigerair president, who resigned effective by the end of July.

Hallmark’s new app Hallmark launched a campaign to promote the new HelloYou:) app. The app aims to integrate the online world with offline as it lets users create their own card on its mobile app and then deliver the hard copy of it straight to the recipient. A campaign was created for the app by Naked Communications. The five-week campaign is driven by digital, PR and social media and the HelloYou:) app.

Calling it quits French retail giant Carrefour is shutting down operations in India. It has been in the Indian market since 2010, operating five wholesale stores. In a statement on its site, Carrefour said the business would come to a halt in September. “Until that time, the company will continue to be fully engaged with all its employees, suppliers, partners and customers to ensure a smooth transition.

AUDIT WATCH

AIRASIA TAKES THE HE AUDITING PATH AirAsia has sent its in-flight magazine for circulation auditing in the region.

The certification and authentication process was endorsed by the Audit Bureau of Circulations, Malaysia (ABCM), said a release by AirAsia.

The inaugural audit result for showed the average circulation per issue per month for the period January-March, 2014 was 48,059 copies.

Audited circulation provides the assurance of an accurate circulation data which conforms to a uniform standard set out by the Audit Bureau of Circulations (commonly known as the ABC).

The bureau generally consists of representation from advertisers, advertising and media agencies and publishers. Globally, there are 36

bureaus in 40 countries which are all affiliated with The International Federation of Audit Bureaux of Circulations (IFABC). In Asia, ABC offices are in China, Taiwan, Hong Kong, India, Japan, Korea, Singapore and Malaysia.

The authentication by ABCM for provides current and future advertisers in the magazine a greater accountability of their advertising investments, said AirAsia.

The magazine covers travel, arts and culture, lifestyle, sports and photography in the destinations and countries the airline flies to.

Fashionable technology South Korea’s Samsung Electronics teamed up with Globe Telecom for the Philippine leg of the Samsung Regional App 2014, inviting local mobile talents to develop apps for wearable devices particularly the Gear 2 and Gear Fit. Participants can compete in two categories, namely online and digital content and social business solutions. The local winner will receive $US 6,000 in cash and $US 3,000 worth of devices.

PHD Philippines in trouble The Bureau of Internal Revenue filed a tax evasion case against Omnicom-owned media agency PHD Philippines for allegedly under declaring its taxable income for three years. A news release in the Official Gazette said the agency had declared a gross income of P251 million covering 2009 to 2011. But an investigation found PHD should have filed P803.85 million, a deficit of 220.25%.

Creeped out An OOH ad for newly aired horror film Hungry Ghost Ritual was reportedly deemed “too scary” for MTR passengers. The ad was launched at the end of June and media coverage reported MTR officials had been requested to remove the posters as the frightening images might upset passengers. But JCDecaux Transport denied the complaint.

A big booboo?

Airbnb, a travel rentals website, premiered a new logo in an upside down heart. But what initially was meant to be “a symbol of belonging” was cruelly associated with “vagina” and “butt” across the internet. The symbol has now become the heart of the accommodation rental site, as the launch project comes with a crowd-sourcing campaign on its website calling for logo creative from internet users.

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

1 Campaign “Tap into a wealth of experience” – employability of older workers Brief The campaign promotes the employability of older workers and raises awareness among employers of their potential. The integrated campaign runs on TV, cinema, online and OOH channels. The TV spot highlights the wealth of experience employers can tap into if they do not let age get in the way of their hiring criteria. This is complemented by a series of print advertisements featuring older workers in various industries.

Client

The Tripartite Committee on Employability of Older Workers

Creative

Goodfellas

Media

ZenithOptimedia

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2 Campaign Kick The Habit Brief The NCPG launched a campaign to curb gambling habits during the World Cup season and highlighted the negative effects problem gambling has not just for gamblers, but their loved ones. The campaign ran for about six weeks on several media platforms. These included cinema, print, TVC, radio and OOH mediums.

Client

National Council for Problem Gambling

Creative

Goodfellas

Media

UM Singapore

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3 Campaign Savour a Lipton Moment Brief The campaign runs on mediums such as TV, radio, online and OOH. There is also an interactive media solution at Orchard Road that allows shoppers to discover new ways of enjoying Lipton Tea. The campaign is fronted by Fly Entertainment artist George Young and runs until November.

Client

Unilever Singapore

Creative

Mindshare Discovery

Media

Mindshare Singapore

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4 Campaign M1. For Every One. – Never Stop Connecting Brief M1’s new brand campaign runs with the theme – “M1. For Every One.” – with a 45-second TVC featuring different personalities from all walks of life. The campaign will also extend into the online space, with three new interconnected webisodes. As the online videos get released, the stories of the characters are unveiled depicting how their lives intersect and enrich each another.

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Client

M1

Creative

Y&R Singapore

Media

ZenithOptimedia

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

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8/8/2014 5:57:53 PM

NEWS ANALYSIS

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SORRELL ON 10 TRENDS SHAPING THE AD BUSINESS The changing power of retail; The rising importance of internal communications - WPP’s chief on 10 key trends for the ad world. By Sir Martin Sorrell, chief executive officer, WPP As we plan for the future of our business, looking across the 110 countries in which we operate, we try to identify the trends we think are shaping the global marketing services industry.

Here’s our top 10: 1. Power is shifting South, East and South East New York is still very much the centre of the world, but power (economic, political and social) is becoming more widely distributed, marching

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South, East and South East: to Latin America, India, China, Russia, Africa and the Middle East, and Central and Eastern Europe.

Although growth rates in these markets have slowed, the underlying trends persist as economic development lifts countless millions into lives of greater prosperity, aspiration and consumption.

2. Supply exceeds demand – except in talent Despite the events that followed the collapse of Lehman Brothers in 2008, manufacturing

production still generally outstrips consumer demand. This is good news for marketing companies because manufacturers need to invest in branding in order to differentiate their products from the competition.

Meanwhile, the war for talent, particularly in traditional Western companies, has only just begun. The squeeze is coming from two directions: declining birth rates and smaller family sizes; and the relentless rise of the web and associated digital technologies.

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NEWS ANALYSIS

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Simply, there will be fewer entrants to the jobs market and, when they do enter it, young people expect to work for tech-focused, more networked, less bureaucratic companies. It is hard now; it will be harder in 20 years.

3. Disintermediation (and a post-digital world) An ugly word, with even uglier consequences for those who fail to manage it.

It’s the name of the game for web giants such as Apple, Google and Amazon, which have removed large chunks of the supply chain (think music retailers, business directories and bookshops) in order to deliver goods and services to consumers more simply and at lower cost.

Take our “frienemy” Google: our biggest trading partner (as the largest recipient of our clients’ media investment) and one of our main rivals, too. It’s a formidable competitor that has grown very big indeed by – some say – eating everyone else’s lunch, but marketing services businesses have a crucial advantage.

Google (like Facebook, Twitter, LinkedIn and others) is not a neutral intermediary, but a media owner. Google sells Google, Facebook sells Facebook and Twitter sells Twitter.

We, however, are independent, meaning we can give disinterested, platform-agnostic advice to clients. You wouldn’t hand your media plan to News Corporation or Viacom and let them tell you where to spend your advertising dollars and pounds, so why hand it to Google and co?

Taking a broader view of our increasingly tech-based world, words such as “digital”, “programmatic” and “data” will soon feel outdated and obsolete as, enmeshed with so many aspects of our daily lives, network-based technologies, automation and the large-scale analysis of information become the norm.

The internet has been a tremendous net positive for the advertising and communications services business, allowing us to reach consumers more efficiently, more usefully and often more creatively on behalf of clients.

But it won’t be long before those clients stop asking our agencies for a “digital” marketing strategy (many already have).

It will simply be an inherent part of what we’re expected to offer.

4. Changing power dynamics in retail For the past 20 years or so, the big retailers such as Walmart, Tesco and Carrefour have had a lot more power than manufacturers because they deal directly with consumers who are accustomed to visiting their stores.

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“Words such as “digital”, “programmatic” and “data” will soon feel outdated and obsolete as, enmeshed with so many aspects of our daily lives, technologies, automation and the large-scale analysis of information become the norm.”

This won’t change overnight, but manufacturers can now have direct relationships with consumers via the web and e-commerce platforms in particular.

Amazon is the example we all think of in the West, but watch out for Alibaba, the Chinese behemoth due to list on the New York Stock Exchange later this summer in what could be the largest IPO in corporate history (and heading a capitalisation of around US$200 billion).

5. The growing reputation of internal communications Once an unloved adjunct to the HR department, internal comms has moved up the food chain, and enlightened leaders now see it as critical to business success.

One of the biggest challenges facing any chairman or CEO is how to communicate strategic and structural change within their own organisations. The prestige has traditionally been attached to external communications, but getting internal constituencies on board is at least as important, and arguably more than half of our business.

6. Global and local on the up, regional down The way our clients structure and organise their businesses is changing. Globalisation continues apace, making the need for a strong corporate centre even more important.

Increasingly, though, what CEOs want is a nimble, much more networked centre, with direct connections to local markets. This hands greater responsibility and accountability to local managers, and puts pressure on regional management layers that act as a buffer, preventing information from flowing and things from happening.

7. Finance and procurement have too much clout, but this will change Some companies seem to think they can costcut their way to growth.

This misconception is a post-Lehman phenomenon: corporates still bear the mental scars of the crash, and conservatism rules.

But there’s hope: the accountants will only hold sway over the chief marketing officers in the short-term. There’s a limit to how much you can

cut, but top-line growth (driven by investment in marketing) is infinite, at least until you reach 100% market share.

8. Bigger government Governments are becoming ever more important – as regulators, investors and clients.

Following the global financial crisis and ensuing recession, governments have had to step in and assert themselves – just as they did during and after the Great Depression in the 1930s and 1940s. And they’re not going to retreat any time soon.

Administrations need to communicate public policy to citizens, drive health initiatives, recruit people, promote their countries abroad, encourage tourism and foreign investment, and build their digital government capabilities. All of which require the services of our industry.

9. Sustainability is no longer “soft” The days when companies regarded sustainability as a bit of window-dressing (or, worse, a profit-sapping distraction) are, happily, long gone. Today’s business leaders understand that social responsibility goes hand-in-hand with sustained growth and profitability.

Business needs permission from society to operate, and virtually every CEO recognises that you ignore stakeholders at your peril – if you’re trying to build brands for the long-term.

10. Merger flops won’t put others off Despite the failure of one or two recent highprofile mega-mergers, we expect consolidation to continue – among clients, media owners and marketing services agencies.

Bigger companies will have the advantages of scale, technology and investment, while those that remain small will have flexibility and a more entrepreneurial spirit on their side.

FMCG and pharmaceuticals (driven by companies such as 3G and Valeant) are where we anticipate the greatest consolidation, while our own industry is likely to see some activity – with IPG and Havas the subject of constant takeover rumours. At WPP we’ll continue to play our part by focusing on small and medium-sized strategic acquisitions (31 so far this year, and counting).

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8/8/2014 5:52:45 PM

NEWS ANALYSIS

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ZOUK’S CLOSURE: DEATH OF A LOCAL ICON? Will the local night scene lose its luster with the closure of Zouk? Rezwana Manjur writes.

Save the last dance: Is this the death of a local icon?

Zouk, the global club brand, is planning its final instalment of the 2014 ZoukOut festival along with a series of farewell parties.

These are all in anticipation of the club’s planned closure. This comes as the club’s lease on its premises on Jiak Kim Street expires at the end of this year and the lack of availability of a suitable site for a new home.

To alert its partygoers of its current situation, Zouk has also launched an online campaign, www.save-zouk.com. While a global club brand, Zouk Singapore has built a significant influence with locals, as the campaign pulled in 31,511 votes. Through the petition, the club aims to push for its lease to be extended on Jiak Kim Street until it secures a new venue.

In a conversation with Marketing, a spokesperson from Zouk said what ensured the club’s livelihood in Singapore was its branding strategy.

The spokesperson said in recent times, much of the emphasis for the brand had been through CRM as well as detailed data analysis for marketing efforts. With the increased focus on digital marketing and social media platforms, the club also recently shifted its view to concentrate

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on such channels to reach out and engage consumers.

“We believe that our longevity is attributed to a focused vision. Our owner and director, Lincoln Cheng’s vision when he started Zouk in 1991 was to push dance music to Singapore and Asia. This continues to be our motto and has been the core of how we execute our marketing strategies and programming,” she said.

However, despite its efforts, should it fail to find a new location, this will be the end of the road for Zouk in Singapore.

The Singapore Tourism Board is making efforts to save the club, Oliver Chong, executive director of communications and industry marketing for the Singapore Tourism Board, told Marketing. He said the board would continue to facilitate efforts for Zouk to identify alternative locations as “it is an established local enterprise with a proven track record and has helped shape Singapore’s entertainment landscape”.

Lawrence Chong, CEO of Consulus, said Zouk had become an establishment in its own right. In terms of positioning Singapore as a fun city, it has become the Singapore Airlines equivalent in the category of clubs globally.

“The loss of Zouk would, hence, mean that we as a nation have lost a flagship brand that represents Singapore’s rise as a cool city.

“If you were to look at things from an influence perspective, when we compare with other global cities such as New York, London and Hong Kong, then the closure of Zouk is a setback in terms of our cool factor.”

Establishments such as Zouk are not easily bought or built overnight, he added. One simply has to look around the local club scene in Singapore to realise the short lifeline of clubs.

Lars Voedisch, principal consultant and managing director at PRecious Communications, added that while the closure might affect the brand attractiveness for a certain audience, the Singapore brand overall was built on many other facets.

“Singapore has many attractions for different audiences and the public and private sector constantly work on renewing and moulding the Singapore brand with additions. This closure of the club might result in a shift towards certain more mainstream audiences. Nightlife and entertainment brands don’t seem to be in focus for the nation, at least right now,” he said.

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8/8/2014 5:53:07 PM

NEWS ANALYSIS

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BIG DATA MYTHS BUSTED Satisfied customers are loyal customers, email marketing is out, discounts ruin brand value. Are these true and what does the data say? FICO’s Matt Beck writes.

In a world that changes as fast as today’s, marketers need the latest data more than ever.

In this article, I’ll explore one of the biggest changes in the marketer’s world: the rise of big data and big data analytics. Overhyped, yet under-tapped, big data is absolutely changing the way we can understand buyers, target offers and track trends. I’ll also explore and expose some marketing myths by looking at what the data tells us. Why this relentless focus on data?

Business decisions, like marketing tactics, are better informed by data than by gut instinct, and that marketers need to get technical and quickly understand how to analyse data to improve their choices.

Let’s look at how big data can help marketers and how it is changing the world we work in.

Voluminous data alone won’t lead to marketing success. But the winners will be those who can pull more meaningful insights from both the data they have already and new data sources.

What is big data?

Big data is the data that is beyond the reach of current tools and technology to harness. There will always be more data than we can effectively manage and make sense of.

Big data is defined by the “three Vs” – variety, volume and velocity – but we think it needs a fourth V, which is “value”. Although data can be defined as big data regardless of its value, the only big data worth considering for businesses is that which holds important information that useful insights can be drawn from.

Need for value: There is no social media marketing without big data.

Social media marketing and big data There is no social media marketing without big data. Social media creates unstructured, or “big” data, and harnessing it to extract value is a challenge. Effectively marketing in social channels requires extreme context awareness.

The social audience demands authenticity and high quality content, and can readily take down a brand or “call them out” on massmarketing messages that are poorly placed.

Advertisers such as Facebook have started to master the art of leveraging big data to deliver highly relevant advertising to its users, and distilling learnings from user-generated content, including unstructured elements such as images and text. The rapid growth of spending by advertisers on both Facebook and Twitter is a tribute to their ability to monetise the data assets they have created with their social tools.

Until recently, it has been very difficult for

businesses to identify relevant social influencers.

With the advent and rapid uptake of social media, however, analytic scientists now have a powerful playground to understand peer-topeer influence and identify key social influencers.

This is made simpler by recent innovations in big data, which allow processing and analysing of the extremely large volumes of structured and unstructured data that is generated by social media platforms.

These, combined with predictive analytics methodologies, provide effective targeting at low cost to generate actionable insights and benefits to marketers in their peer-to-peer marketing campaigns. For example, retailers can use the information drawn from predictive analytics to market specifically to each customer and provide much better, tailored customer service, even realigning and relocating stores to match shoppers’ geographic locations and shelving

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preferences.

By identifying influencers in social media, you can determine patterns and sentiment that can be harnessed in the development of marketing campaigns. For example, the application of text analytics can help take large amounts of unstructured content, such as commentary about a movie or book, and generate structured meta data that advertisers can actually design campaigns around.

Potential downfalls It is paramount that advertisers adhere to privacy laws and policies, for example. Savvy consumers will abandon a brand or a channel altogether if they feel their data is being misused, or if they are not receiving a reciprocal service in exchange for the use of their data. Both marketers and social media companies must develop the right skills internally to effectively use the opportunities

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8/8/2014 6:02:18 PM

NEWS ANALYSIS

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presented by big data.

Traditional approaches to mass marketing and segmentation, or making too many assumptions about what the data is telling you, can steer a social marketing campaign the wrong way. The audience is unforgiving, and

revenue was most frequently cited as the top marketing priority by CEOs and other nonmarketing C-suite executives. It ranked above finding new customers and well above creating new products and services. This suggests that a shift in the CMO focus is taking place – and it’s one that’s long overdue.

2. Our customers are satisfied, so they’re loyal – busted Satisfaction doesn’t always correlate with loyalty.

Nor does loyalty always lead to higher spending and increased wallet share. In a global survey of retail banking customers, Capgemini and the European Financial Management Association found that less than half of the respondents said they were likely to stay with their banks.

In regions where customers reported higher levels of positive experiences, that percentage improved. Positive customer experience, the survey found, was a stronger predictor of retention than satisfaction.

3. Email is dead – busted Email is not only alive, but it’s increasingly seen as the number one direct channel in terms of daily use and consumer preference for marketing communications. According to a recent article in Advertising Age, email response rates have even held firm against Google’s redesigned Gmail inbox, which places marketing emails into a “Promotions” tab, with many businesses seeing little or no change in recipient behaviour. 91% of consumers check email daily, up from 85% in 2008, according to data from ExactTarget. Clearly email shouldn’t be counted out. Still, demographics matter, and communication preferences are changing.

Customers in the youngest demographics show a strong preference for mobile SMS and texting and older consumers are adopting mobile and social technologies at a quickening pace.

most companies only get one chance to get social marketing right. The amplification effect that marketers are looking for from social can work for them, but can equally turn strongly against them if they execute poorly.

Putting a data-driven approach to the test In this rapidly changing world, what are some of the myths that people hold on gut instinct, and do they stand up to the data? We’ve put some common marketing principles to the test to see what stands up to the evidence: 1. Marketing matters to the C-suite – confirmed PwC’s 2013 Global CEO Survey 1 found that 82% of CEOs are looking for “new ways to stimulate customer demand and loyalty this year”. A 2012 study by The Economist Intelligence Unit reported similar findings: Driving

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4. Discounting is a race to the bottom – busted Discounting can be extremely effective and profitable with some customers, if you can figure out which ones they are. Unfortunately, many retailers are indiscriminately following the deep discounting trend in mobile marketing.

Waves of daily deals and local deals are leading them to overuse discounting even to the point of endangering their brand. In retail banking, increasing pricing transparency from online comparison sites is pushing some financial institutions in this direction as well.

Analytics can help you protect your brand and maximise the reach of your marketing budget by taking advantage of the fact that consumers vary significantly in their sensitivity to specific discounts and other aspects of offers.

Today, we can predict these sensitivities with

great precision. So, with data-driven insights, you can target discounts to where they will have the biggest impact on customer behaviour. You can also free up your budget to incentivise other customers to buy, producing more bang from your budget.

5. Showrooming is a killer – busted The internet and now mobile have accelerated the trend and allow consumers to perform comparisons quickly, conveniently and anywhere. But what hasn’t changed are your choices as a competitor: You can choose to compete on cost, but you can also win on service or your own unique winning mix. Macy’s has used innovative mobile advertising campaigns to bring more shoppers into its stores, for example creating a mobile game of word association to draw traffic for a one-day sale while building brand awareness. Like other forms of mobile advertising, participatory ads are more likely to succeed if analytics are used to target customers with relevant content and offers.

Click-and-collect strategies are also proving to be an effective way to outmanoeuvre online competitors while bringing buying customers into stores. Many busy customers, in Europe especially, prefer to avoid delivery fees by dropping by a store to get their item – and they’re likely to make another purchase or two while there. Omni-channel strategies such as these are the key to combating showrooming.

6. We need more customer data – confirmed Many companies have piles of data they have collected, but are not yet leveraging it for better decisions. Unstructured data, for instance, from customer service chats and phone conversations, as well as online customer product reviews, are full of potentially valuable insights. Analytic techniques, such as FICO’s Semantic Scorecard technology, can extract the most predictive features from this data, and combine it with traditional structured data analytics to improve the accuracy of customer behavioural predictions.

In other cases, where data is already being analysed, there may still be potential to draw out more value by looking at it in a new way.

It’s helpful to learn from what others are saying in the marketplace, but some tenets of common wisdom shouldn’t be relied upon when setting a forward course. When resources are scarce, deciding where to allocate them is critical to creating successful momentum.

To make better marketing investments, make sure you’re basing them on sound assumptions.

The writer is Matt Beck, vice-president, marketing solution consulting, FICO.

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8/8/2014 6:02:19 PM

NEWS ANALYSIS

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SPOTIFY STRENGTHENS ASIA PRESENCE Spotify is tracking rapid growth in several Asian markets. Here is its plan for the region.

Elizabeth Low writes.

Rapid growth: Spotify tracks its growth plans for the region.

More than a year after it first entered Singapore, Spotify has officially opened its Asia hub.

First opened in Singapore for the markets of Hong Kong and Malaysia in April 2013, the music-streaming company has since grown to 20 employees, with most of them based in Singapore as the regional hub.

It is now present in five markets across Asia and a further expansion to several other markets is on the cards. While declining to reveal growth figures, the managing director of Asia, Sunita Kaur, told Marketing all markets in Asia were in sight for the company’s expansion.It currently has more than 20 million songs on its database, and 40 million users, of which 10 million are paid subscribers.

Kaur said a mobile-first strategy had been key in growing the user base substantially in Singapore, Malaysia and Hong Kong. Initially, users could access Spotify from their desktops for free, but had to pay to access it on their mobile devices.

However, since it changed that to allow users free mobile access, the uptake has been quick.

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“Singapore users top Malaysia, Hong Kong and Taiwan in terms of daily mobile music streaming, and music streaming growth has tripled since Spotify entered the market,” Kaur said.

For Asia, the approach has been to go local, with the music-streaming service actively reaching out to local artists/labels in each market, which has helped the company push its user uptake extensively. This is particularly so for markets such as the Philippines, Hong Kong and Taiwan.

While in the US, there have been issues with artists taking up Spotify, (for example, Pink Floyd and Metallica were previously absent, but have now come on board) Kaur said there were no such issues so far with artists in Asia.

As an advertising platform, Spotify has been working with brands to help them create what it calls “interactive” audio ads. It has been holding workshops for creative agencies and helping them to create these audio ads.Brands that have already signed on with Spotify include the likes of Nike and adidas, among many others.

Does this mean a serious threat to radio?

Kaur denies it, saying the ad formats the

company encourages are much different than how radio ads are built.

However, that reality seems more likely as Spotify quickly grows its repertoire of music and enhances its platform as a discovery vehicle for artists.

Marketing plans for Spotify Spotify largely markets through word-of-mouth, said Kaur. “Our users are our marketers.”

Other than that, it has been partnering telcos across the region. For example, it has inked deals with Globe in the Philippines and Maxis in Malaysia, as well as hardware partnerships with the likes of sound equipment brands Bose, Samsung and others. It has also been sponsoring events as a partner, such as the recently concluded Music Run in Malaysia.

More marketing plans are in the pipeline, Kaur said without revealing further details. While events sponsorship will continue to be a major part of its marketing strategy, it is also looking to work closely with media and creative agencies to market its own brand. It is, for example, planning to run a creative hackathon to come up with the best audio spots for Spotify in the region.

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8/8/2014 5:45:18 PM

SPH trade ad- newspaper diet 210x280.ai

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EVERY PAGE OF THE NEWSPAPER IS A DELECTABLE READ. Here’s an appetising insight readers find advertisements just as palatable as the stories the newspaper carries. While news nourish their minds with the most quintessential of ingredients, advertisements spice up their overall appreciation of brands and trends!

So the next time you’re looking for the perfect media recipe, look no further than a newspaper – it’s tried, it’s tested, a truly delectable dish indeed!

Bon appétit.

C

M

Y

CM

WORLD NEWS

MY

LIFESTYLE

CY

LOCAL NEWS

CMY

K

BUSINESS

ADVERTISEMENTS

SPORTS COMMENTARIES CLASSIFIED

newspapers THE STRAITS TIMES • THE BUSINESS TIMES • THE NEW PAPER • MY PAPER • LIANHE ZAOBAO • LIANHE WANBAO • SHIN MIN DAILY NEWS • BERITA HARIAN • TAMIL MURASU • TABLA!

OPINION: AD WATCH/WEB WATCH

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Nrusingha Choudhury Creative group head Grey Group Singapore

AD WATCH HOT: Comfort – the day I visited my son

NOT: Gatsby Hair Jam

This piece of work achieves one of the holy grails of advertising that all agency folks seek with every brief.

That is, to make an ad not look like an ad. No product windows that also double up as science lessons. No catchy tunes for babies to sing to even after the spot is over. No big logo reveals. For the past few years, many brands have joined the “Give mothers their due recognition” bandwagon (the “thank you, Mum” campaign is a great example). But this film doesn’t celebrate the perfect mothers from the make-believe world of contemporary life that advertisers create. It doesn’t tell what is right or wrong. Comfort just wants to remind mums that in the end, the things they do for love are what really matter. We rarely see such gems coming out of this region. Hats off to Unilever and Ogilvy.

This ad is definite proof the client is bold and loves giving the agency a free rein. Besides this observation, there’s nothing positive to take out of this film.

Hair gel is such an interesting product to begin with. I think this is a lost opportunity for the agency. How do you justify a mutant, who seems to have spent his entire life inside a colliery while nurturing an obsession for hair, as the protagonist of the film? He looks more out of place than the men and hairdos that are being judged by him. Even the dialogues could have been more than parroting the product name. “Hair jam. Not hair jam” definitely sounds like mutant talk. It’s good to break the category norms with whacky stuff, but there should be a method to the madness. Being quirky is fine, but neurotic is not.

Eugenia Tan Director of strategy Goodstuph

WEB WATCH HOT: @ikea_ps_2014 The IKEA PS 2014 collection website redefines what a website needs to be. Using Instagram as its platform, @ ikea_ps_2014 leverages on Instagram’s tagging functionality as a navigation tool. Coupled with Instagram’s innate visual appeal, this clever hack is spot on desirable to the IKEA PS collection’s target audience of the design savvy, and once again delivers IKEA’s brand promise of sharp design. Sure, it doesn’t work as well on a desktop and it could have also worked harder on its content. But, for the purpose of winning the votes of its target audience, and taking into consideration the low cost needed for execution, it definitely wins a page in my, “I wished I thought of that first” book.

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NOT: www.secondworldcup.com

On the topic of football, nice dynamic tweet feed visualisation from www.secondworldcup.com but I’m still trying to figure out the intent for the site. The site was definitely not built for World Cup fans as the numbers do not directly affect any soccer team’s performance, nor adds any value to the people contributing to the site. I guess the moral of the story is it’s easy to fall into the trap of creating a perfectly intelligent programme (kudos to that) but without the right content and data analysis, it’ll just be a shadow of its purpose and capability.

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8/8/2014 5:44:03 PM

DIRECT MAIL CASE STUDY

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AN ELEMENT OF MYSTERY Ads appeared everywhere with a provoking quote and no brand stated. Here’s how RTL CBS Asia got the public’s attention with this guerrilla campaign.

Playing the political card: RTL CBS got locals talking with its enigmatic ads.

An integrated campaign – print, online, OOH and on-the-ground – was created to generate buzz and interest for House of Cards in Singapore. To cut through the media “clutter” in an efficient and creative way, a provocative quote from the show was used with the aim of striking a chord with people and creating a talking point before actually revealing the purpose of the campaign.

During the teaser phase, the powerful quote “Democracy is so overrated” from House of Cards fronted the campaign without revealing the name of the show. The quote was paired with the hashtag #Diso528 (signifying “Democracy is so overrated”) and the show’s premiere date 28 May to create social media buzz.

The public picked up on the powerful, thought-provoking ads which they saw during the teaser phase and posted on their personal social media accounts with the hashtag #Diso528.

Editors from major blogs and magazines, as well as influential personalities from the industry, posted on their digital platforms regarding this “enigmatic ad” (to borrow the description by Marketing Magazine).

An on-the-ground activation saw sharply dressed men distributing flyers in high-traffic areas during the teaser phase, rallying support

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by saying: “The face of politics is about to change. Will you support us?” The same group of men distributed show flyers during the reveal phase.

There was a lot of speculation generated – from whether there were elections coming; if there was a formation of a new political party; to questions as to if it was “government propaganda”; or if Kevin Spacey was visiting Singapore (for those who did some research into the quote and linked it to the House of Cards).

The title of the promotional asset – House of Cards – was revealed on 22 May on various media across the country. Hashtag #Diso528 and the quote, “Democracy is so overrated”, were kept on all collateral to ensure continuity across the campaign’s phases. On the show, the lead character Francis Underwood, played

by Spacey, delivers crisp, insightful and often biting one-liners that resonate with viewers. This campaign was anchored on one chosen quote, “Democracy is so overrated”.

This resonated in the market, albeit controversially. The teaser campaign visuals were kept clean: in black, white and grey, making it more dramatic. The quote was then retained in the full-colour reveal campaign material to ensure continuity.

The campaign ran on print, OOH, and online plus direct mail and on-the-ground activations from 18 May to 16 July. Campaign paraphernalia (shirts, pins, flyers) were sent to prominent personalities and writers from a non-disclosed sender. Their interest was evidenced by posts on social media accounts and websites.

Catalyst was the creative agency and PHD was the media agency behind it.

THE MAIL Objective: To drum up publicity for the show House of Cards.

Idea: Ads with a provocative statement based on the lead character Francis Underwood’s quote: “Democracy is so overrated”.

Results: A 70% success rate in terms of influencer posts.

Jonas Engwall CEO, RTL CBS Asia Entertainment Network

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PROFILE

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PROFILE

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THE FMCG GIANT IS EAGER TO CHANGE ITS TRADITIONAL WAYS. CAN IT THINK LIKE A START-UP? PETE MITCHELL TELLS ELIZABETH LOW WHAT’S CHURNING BENEATH THE SURFACE AT MONDELEZ.

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In recent times, there has been much change taking place at Mondel z. More than just its new company name change in 2012, the organisation is taking big steps to ensure it’s at the forefront of digital and innovation. Of late, it’s not been doing too shabbily either. Its real-time digital campaigns, such as the ones around Oreo during the Super Bowl, have had the ad industry sitting up and watching. And it looks like the organisation is only hungry for more change.

The appointment of Pete Mitchell as its global media innovations director is also part of that move. Hired early this year, he is a veteran in the digital space. Before his role at Mondel z, he led global digital channel strategies for BP at his time at Mindshare, and held senior roles at Neo@ Ogilvy, Asia Pacific.

And Mitchell is looking to push the organisation quickly towards its digital ambitions.

However, in reality, the experience for any marketer trying to make a big shift to the digital space is that it’s not always easy to execute – for various reasons such as justifying ROI and an openness to risk-taking from upper management.

Mitchell says Mondel z’s robust ROI measuring tools have played a big part in helping the company with its digital ambitions because this measurement-based approach runs throughout the company’s marketing operations, down from its CMO. “We can see that when we spend more money in digital video in particular, and spend a little less in TV, the combination of that actually gives us a higher ROI. So, the ROI element you’re getting from video actually lifts that. The marketers in Mondel z are starting to get that message right the way up to Mary Beth (West),” he says.

DIGITAL AT THE CORE The first thing he talks about is revamping the way the company looks at digital in its communications planning. He admits the company is currently lagging behind its FMCG rivals, with the likes of P&G already long in the digital space. (The latter spends nearly 30% to 35% on digital, estimates Mitchell, most of which goes to online video.)

“Candidly, we still have an infrastructure here that is working around tried and tested ways of doing things,” he says.

At this point, his focus is on getting the Mondel z marketers to change the way digital is viewed at the planning stage.

MOBILE AND START-UPS Globally, the company has been taking bold steps in mobile.

Besides actively talking about pushing for a strong programmatic buying approach, the company is also investing in what it calls its mobile futures programme. It is looking to push its media spend in mobile to 10% by the end of next year, says Mitchell.

For this, it has reached out to start-ups, asking them to pitch ideas for its brands. This initiative has already run in the US for nine brands; and in Brazil and Australia for five brands – which Mitchell iterates, has not been cheap, but allows the company to harness the expertise of startups.

“Digital isn’t something that we are trying to add on. It is not something we are trying to bulk onto existing TV plans,” he says adding that despite the rapid change, Mondel z is still heavily TV reliant, and this is the same across all markets.

“The traditional thinking goes something like this: ‘Oh, I have got print campaigns, and I’ve got this digital account that goes to the bottom and if the budget gets cut I can get rid of it [digital]’.”

But the way things should be done is by planning a core idea which drives all executions and connects the brand with its target audiences and should digital be taken out, the plan would have to be reworked from scratch, he says.

“It’s getting people to understand that internally, which is what I have been doing for a long time externally in agencies. If you have talked to any media agency – that is the battle they have with clients, especially with big FMCG clients like us. There is a need to understand that we need to build communications plans now, and not media schedules,” Mitchell says.

This requires a re-education of marketers, adds Mitchell, who has been working on training to build this mindset.

He talks about working with Ogilvy’s K1ND (pronounced One Kind), its technology driven brand innovation unit. The unit’s aim is to work like a start-up and Mondel z was one of the first few brands to partner it.

An example of the type of digitally driven work K1ND is creating is a tweet-activated diaper for Huggies, which works by having a little plastic disk inside it with a sensor that will send a tweet to a parent when a child wets his diapers. While he does not specify any products for Mondel z, he says this is the direction it is looking to take.

The company has larger ambitions for this so as to harness the mobile medium’s ubiquitous reach.

“So we start to think about mobile devices and us as a FMCG company, how do you start to tie that together in ways that actually means something?

“It is likely that within the next five years, everything bought in the supermarket will be connected directly or indirectly to the web. So, all the things that you actually have will have additional information attached to them or you will be able to interact with them in some way.

“Then that becomes all IP-connected, and that gives you an enormous amount of information about how your products are being sold and where they are being sold.”

The company sells nearly eight billion products a month.

“If they were all individual pieces of information and you could tap into that some way, what would that be like?” Mitchell says.

But it seems like no company is quite at that stage yet, and this is the same for Mondel z.

“This is a big question: a Unilever, P&G, Kimberly-Clark, Kraft kind of question – that is, how could you IP-enable all this?”

The intention behind its mobile futures programme is the company’s way of attempting to step into that mode of operation.

“The rate of change is extremely quick within Mondel z. Even in the few months I have been here, I have seen enormous change already.

And there will be more to come. How we will look like by the end of this year will not be how we look like at the end of the year after,” he says.

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Korea Tourism Organization and Korea MICE Bureau take pride in establishing Korea as the premier destination for MICE visitors.

For more information and assistance in holding your events in Korea, please contact KTO (Singapore office) at +65- 6533 0441 or email:koreamice.singapore@gmail.com

The adrenaline rush. The pantry chats. The bets. The late nights and bleary mornings.

They are over. Or are they?

In the glitzy world of advertising and branding, the competition continues unabated.

Now comes the battle of who’s bigger, better and bolder.

The world has seen football titans endorsing Nike and Adidas to dazzling effect – first on TV, then on digital media.

The World Cup… is not over.

By Jenny Ng, a writer at freeflow productions who gets a kick out of studying great campaigns.

We have also seen time-sensitive guerilla marketing campaigns leeching on “Suarez bites” to generate endless talking points.

There are also the unfortunately fortunate ones, like the anti-gambling ad, “My Dad bet all my savings on Germany” that was mocked by people all over the world. Not to be outdone, the agency did a witty spin right after Germany clinched the World Cup. As far as I'm concerned, any publicity is good publicity.

So dear readers, here are some tips I have learnt parsing over the battle of wits among ruthless advertisers.

SCORE WITH COMPELLING STORYTELLING.

With a good story, you can confidently put out videos that last longer than five minutes with an online audience glued to the screen.

Beats’ “The Game Before The Game” and Samsung’s “Galaxy 11” are two examples where great storytelling trumps duration.

PLAY AS A TEAM.

Go “Trackvertising” (the combination of music tracks and advertising). Danone yoghurt brand Activia did a musical collaboration with Shakira to produce “La La La”. It supported World Food Programme’s efforts to end world hunger, and doubled as the 2014 World Cup anthem. The result? Over 230 million views on YouTube.

BET ON A STRONG STRATEGY.

Tie-ups can work, even if the brand is non football-related. Castrol motor oil leveraged on the World Cup by staging a soccer match between Ken Block, a professional race car driver, and Neymar, a Brazilian soccer star.

RUN ON ALL PLATFORMS.

Through eye-catching Instagram pictures, clever tweets, and compelling videos, Coca-Cola became the world’s most successful World Cup sponsor, reaching 85 million Facebook fans and 26 million Twitter followers.

My point in all this? At freeflow productions, we can help you shoot for the stars. Our diverse talents and unconventional perspectives engage viewers through skillful storytelling, impeccable directing, and refreshing graphics. Game to try us out? freef low.com.sg vimeo.com/freef lowproductions facebook.com/freef lowproductions

The adrenaline rush. The pantry chats. The bets. The late nights and bleary mornings.

They are over. Or are they?

In the glitzy world of advertising and branding, the competition continues unabated.

Now comes the battle of who’s bigger, better and bolder.

The world has seen football titans endorsing Nike and Adidas to dazzling effect – first on TV, then on digital media.

The World Cup… is not over.

By Jenny Ng, a writer at freeflow productions who gets a kick out of studying great campaigns.

We have also seen time-sensitive guerilla marketing campaigns leeching on “Suarez bites” to generate endless talking points.

PLAY AS A TEAM.

Go “Trackvertising” (the combination of music tracks and advertising). Danone yoghurt brand Activia did a musical collaboration with Shakira to produce “La La La”. It supported World Food Programme’s efforts to end world hunger, and doubled as the 2014 World Cup anthem. The result? Over 230 million views on YouTube.

BET ON A STRONG STRATEGY.

Tie-ups can work, even if the brand is non football-related. Castrol motor oil leveraged on the World Cup by staging a soccer match between Ken Block, a professional race car driver, and Neymar, a Brazilian soccer star.

There are also the unfortunately fortunate ones, like the anti-gambling ad, “My Dad bet all my savings on Germany” that was mocked by people all over the world. Not to be outdone, the agency did a witty spin right after Germany clinched the World Cup. As far as I'm concerned, any publicity is good publicity.

RUN ON ALL PLATFORMS.

So dear readers, here are some tips I have learnt parsing over the battle of wits among ruthless advertisers.

My point in all this? At freeflow productions, we can help you shoot for the stars. Our diverse talents and unconventional perspectives engage viewers through skillful storytelling, impeccable directing, and refreshing graphics. Game to try us out?

SCORE WITH COMPELLING STORYTELLING.

With a good story, you can confidently put out videos that last longer than five minutes with an online audience glued to the screen.

Beats’ “The Game Before The Game” and Samsung’s “Galaxy 11” are two examples where great storytelling trumps duration.

Through eye-catching Instagram pictures, clever tweets, and compelling videos, Coca-Cola became the world’s most successful World Cup sponsor, reaching 85 million Facebook fans and 26 million Twitter followers.

freef low.com.sg vimeo.com/freef lowproductions facebook.com/freef lowproductions

SNAPPED

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SPH IINK AWARDS 2014 DATE: 1 August 2014 VENUE: St Regis 1 Team Nikon Singapore wins Best of Radio.

2 Team Health Promotion Board wins Best of Digital.

3 Team Citibank Singapore wins Best of Out-of-Home.

4 The SPH iink’s Creative Agency of the Year went to DDB Group Singapore.

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1 5 DBS Bank took home the title of Grand Prix winner.

6 The SPH iink’s Media Agency of the Year went to OMD Singapore.

7 The Reader’s Choice Award went to Certis CISCO Security for the campaign “Lost and Found”.

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ADOBE DIGITAL MARKETING SYMPOSIUM 2014 DATE: 24 July 2014 VENUE: Marina Bay Sands Singapore 1 Technology on display at the event.

2 & 3 Guests mingling.

4 (From left): Vince Lui, regional director, XM Asia; Kenneth Lai, senior executive, financial services and insurance, Southeast Asia, Adobe; and Arnab Roy Choudhury, vicepresident, group brand performance and corporate communications, United Overseas Bank.

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5 (From left): James Hawkins, managing director, Dentsu Mobius; Randall Wood, enterprise sales manager, digital marketing (SEA), Adobe; and Timo Josten, managing partner, Sparkline.

6 (From left): Kandyce Ong, assistant marketing manager, marketing and services, Parkway Pantai; Juliana Yeo, assistant marketing manager, Parkway Pantai; Lionel Lio, assistant marketing manager, Parkway Pantai; and Serene Lim, senior manager, marketing, Parkway Pantai.

7 (From left): Gareth Drury, senior consultant, digital marketing cloud, Adobe; Macy Lee, marketing manager, science and technology, Australia and New Zealand, Elsevier; and Donatello Lee, head of campaign, SEA, HK and Taiwan, Adobe Digital Marketing.

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In a hyper-connected world, the way consumers shop is in no way linear. With the fragmented path-to-purchase leading to multiple touch-points, omni-channel has become the new buzzword. What are the new additions to a marketer’s ammo when it comes to targeting these shoppers? How are they all being tied into a single master strategy? Marketing in its latest Master Report finds out.

BROUGHT TO YOU BY:

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BRANDS STRUGGLE TO TAKE ADVANTAGE OF ASIA’S SHOPPER CULTURE Asia has a huge shopping culture – so why aren’t brands well-placed to take advantage of it?

Key strategies discussed here.

The ultimate aim of any shopper marketing strategy is to lure the shopper to make a purchase. While simple sounding in theory, it takes more than just one campaign around the point of sale to achieve that goal.

Despite the huge shopping culture in Asia, most businesses don’t focus on a shopper marketing specialist to support the function – often leaving the decisions to marketing managers.

While brands are increasingly seeing the need for good shopper marketing strategies, the opinion across the board is that many remain clueless on what that looks like. Areas such as location-based marketing and mobile, while on the purview of marketers, have yet to take off in a huge way.

A study by PwC in 2013 showed several trends in Asia. First, there is a high emphasis on brands for developing nations in Asia. Consumers said they were four times more willing to pay for access to branded apparel than shoppers in developed nations. Second, a consumer’s network of friends and family is important in influencing shopping decisions. Finally, most shoppers from developing markets in Asia were more likely to shop online, said the study.

RETAILERS GOING ONLINE In April and May of 2014, Shop.org and Forrester also ran a study, with 81 retailers responding. The majority were multichannel retailers with sales across stores, catalogues, the internet and other channels. About 45% of the respondents were “large” web retailers generating more than US$100 million in web revenues, and half of the respondents have had a live e-commerce site for at least 10 years. These were the trends spotted.

1. PAID SEARCH CONTINUES TO BE THE TOP ACQUISITION CHANNEL FOR ONLINE RETAILERS. In recent years, paid search has dominated interactive marketing budgets; it is the largest budget line item and it’s the most effective. This year is no exception. Online retailers are also spending heavily on display ad programmes such as remarketing and behavioural ads, which they see as increasingly effective in acquiring customers.

GOOGLE DOMINATES ONLINE RETAILERS’ CUSTOMER ACQUISITION TACTICS When looking at customer acquisition, retailers focus on opportunities to gain consumer awareness via search engines. In fact, retailers across the board say that search engine marketing (including both paid and natural search) was the single most effective customer acquisition tactic in the past year. This means retailers need to focus on one partner more than others – Google.

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Also, the study found: • Google Product Listing Ads is also a growing area of spend.

This relatively new vehicle straddles both search and comparisonshopping engines and is growing in size/popularity, generating more revenues for Google’s coffers. Retailers say that Google Product Listing Ads form their third-biggest area of increase in interactive marketing spend this year.

• Search engine optimisation (SEO) is also a significant, but inexpensive area of focus.

Retailers generally view SEO as a cost-effective, though difficult, marketing vehicle. It often requires significant behind-the-scenes efforts to adjust a site’s content or code base so that search engines such as Google surface it more prominently in natural search.

2. MOBILE MARKETING SPEND IS GROWING, BUT FOCUSES PRIMARILY ON TACTICS SUCH AS EMAIL. Online retailers reported they were increasing their marketing spend on smartphones and tablets in 2014. However, they use most of that spend to optimise traditional interactive marketing messages for mobile devices, such as mobile emails, mobile paid search campaigns and mobile display ads. While the vast majority of retailers Forrester surveyed say they plan to spend more on mobile marketing efforts for phones and tablets in the coming year, those figures are even higher if a department other than e-commerce owns the marketing budget. Why? Because other store marketing teams are more likely to dedicate resources to efforts that drive store traffic versus just mobile shopping endeavours.

3. ONLINE RETAILERS RARELY USE ATTRIBUTION MODELS. The majority of web retailers continue to use first or last-click attribution.

Attribution models today have a number of shortcomings, including the fact they rarely measure behaviour across devices and stores. Complex marketing attribution remains problematic for a number of reasons, not least of which is the retail world’s interpretation of “multichannel”.

To most retailers, multichannel means the various channels, such as stores, catalogues, and websites, via which their products are sold. But to marketers, multichannel means the various tactics that exist within a marketing plan, such as search, email and display ads. That difference in interpretation results in marketer-built attribution models that offer only a partial view of all the different touch-points that shoppers can engage with before completing a transaction. As a result, most retailers don’t use attribution models, preferring the tried, if imperfect, last-click model.

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Changes in Marketing Spend The State of Retailing Online 2014: Marketing "For the following interactive marketing tactics, are you spending more, the same, or less in 2014 than in 2013?"

More than in 2013

About the same as in 2013

Less than in 2013

Don't use/ N/A

1% 15% 1% 1% 18% 4% 1% 15% 10%

82%

Pay-for-performance search placement

77%

Remarketing / retargeting of shoppers in online ads

74%

Google Product Listing Ads (PLAs)

72%

Email to house list

24%

66%

SEO/ natural search (e.g., pages optimised for search engines to find you, such as

4%

32%

3%

metatags) Behavioral targeting of shoppers in online ads

63%

Facebook

62%

29%

58%

Affiliate programs (third-party networks/ in-house programs, stores on other retail

1% 14% 1% 8%

22%

19%

5%

18%

sites)

3% Instagram

49%

Youtube

49%

Twitter (including Vine)

47%

35%

Pinterest

47%

34%

31%

18% 3% 14%

35%

5% 5%

13% 14%

3% 43%

Bing Product Ads

25%

31%

Blogs or message boards

38%

29%

Online marketplaces (e.g., Amazon, eBay, Rakuten)

19%

26%

Comparison/ other product shopping engines (e.g., Google Shopping, Shopzilla.

29% 26%

5% 14%

35%

38%

15%

24%

com, Shopping.com) Text ads on other sites (e.g., AdSense, contextual placement)

22%

Email to prospecting list

21%

Mobile messaging (including SMS,MMS, push notifications, etc.)

21%

31% 22% 22%

5%

42%

6%

51%

5%

52% 3%

Other social networks

19%

Amazon Product Ads

19%

Pop-up, pop-under, or pop-over Ads Traditional portal deals (e.g., AOL, MSN, Yahoo)

10% 5%

36% 4% 10% 14% 26%

42% 68%

10% 5%

66% 63%

Base: 80 online retailers Source: "The State of Retailing Online 2014," a shop.org study conducted by Forrester Research

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SURVIVING IN THE OMNI-CHANNEL RETAIL WORLD OF TODAY Smartphone and Mediatablet Sales in Southeast Asia (unit in millions)

2010

2011

2012

2013

2010

2011

2012

2013

2010

2011

2012

2013

Technology continues to transform consumer experiences and expectations. The proliferation of smart mobile devices has changed how we communicate, view the world and accomplish everyday tasks.

Shopping is clearly one of those tasks. In today’s convenience-driven, onthe-go world, more and more mobile apps are also available now to help make shopping easy using a smartphone or tablet.

In the Southeast Asia region where six of the seven markets are developing markets, smartphone sales continue to intensify each consecutive month. GfK data shows that smartphone take-up has passed the halfway mark in the overall handset market. Sales volumes of tablets are also reaching new heights month after month.

Many shoppers worldwide are blending online and in-store shopping on a regular basis nowadays, and the trend is upward, given the seemingly unstoppable expansion of the world wide web. However, the extent of this omni-channel shopping phenomenon still varies. Not only by country, but also by category.

Rates of “omni-channel” shopping are especially high in regions with

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2011

2012

2013

2010

2011

2012

2013

THAILAND

SMARTPHONE INCL PHABLETS

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MEDIATABLETS

VIETNAM

2013

PHILIPPINES

2012

SINGAPORE

2011

MALAYSIA

INDONESIA

2010

MOBI

higher mobile device penetration – one of which is Singapore. Shoppers, who have a cell phone or tablet in tow, are more likely to consult online retailers and blogs before making a purchase.

In a recent GfK Store Equity study conducted among Singapore consumers, more than two in five shoppers have purchased shoes and clothing online – making these the most frequently purchased items over the internet. Although fashion items and shoes are the most common items purchased in the past three months, bags, toys, baby care and sports equipment are also products which are attracting shoppers to spend a significant amount over the internet, although to a lesser frequency.

Shoppers worldwide are already comfortable ordering their goods online, and the use of mobile wallet applications is winning converts. By personalising the mobile commerce experience further, marketers can tap into its inherent intimacy – and wealth of information.

As the shopping process becomes more complex, there is the urgent need for dedicated shopper marketing and insights resources. Whether on web shopping sites or in brick and mortar stores, the shopper’s experience

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Most Purchased Products Fashion Clothes Shoes Consumer Electronics Watches Beauty Products Homeware Toys Bags Accessories Baby Care Sports Gear Optical Products

Generated the most

Online Shopping

5 out of 12 product Categories

20% share of wallet spent ONLINE

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FIG. 1: OMNICHANNEL SHOPPING ACROSS COUNTRIES AND CATEGORIES

All country average

China

US

Korea

Russia

Czech Republic

30

Australia

Netherland

Romania

Brazil

43

34

32

30

Chile

27

28

Bulgaria

26

20

Austria

Belgium

20

25

Mexico

24 19

41

39

COUNTRIES

CONSUMERS BUYING BOTH ONLINE AND OFFLINE IN %

43

44

46

39

CATEGORIES

35 29

31

30

26 20

Cl o fasthin hio g/ n Co ele ns ctr um on er ics Al lc a av teg er or ag y e

To ys

pli Ho an m ce e s ap

he

alt O hc TC are Fo be od ve an rag d e La wn ga an rde d n im pro H ve om me e nt pe Be rso au na ty a l c nd are Au tom ob tru ile/ ck

15

phMob on ile es

14

13

Ho u cle seh an old ing

and wishes will remain essential to understand for brands and retailers alike.

In this age of a highly connected society, social media is also playing a key role in influencing the consumer purchase decisions. Managed and leveraged well, mobile can deliver more paths for consumers to follow back to “traditional” and digital retail brands alike. The key is meeting consumers with the answers to their questions and problems, where and when they are needed most.

This is where physical retail stores come into play. If anything, stores will become more locally oriented to leverage their special advantage as a neighbour and in-person advisor – a valuable differentiator from anonymous online shopping sites. At the same time, retailers must offer a seamless experience for shoppers between on and offline, so as to complete the conversion of a sale. It is especially vital retailers keep up with shoppers’ fast-changing habits and preferences, providing a well-calibrated mix of information, service and promotion.

While many have forecast that cost-cutting online retail giants such as Amazon will use the internet and mobile to bring about the end of the brick and mortar store, it may simply be the start of an integrated shopping experience. In another GfK study on the purchase journey, over half of all consumer purchases involved both the online and offline aspect.

Having the “inside track” on pricing and quality are among the top reasons why consumers research their products on the web. But, they still want to see and feel the products in stores. Shoppers pick and choose what best works for them financially, cutting down time at stores and accurately choosing the products that would best suit their needs.

Expecting this, marketers at brick and mortar businesses have streamlined the process by displaying scanning QR codes next to their products to more efficiently serve these crafty consumers. And while this research is done at the store, shoppers often wait until they get home to a laptop or desktop to make their purchases. This gives brick and mortar retailers the opportunity to still win them over, even if it’s ordered through their online storefront.

Basis: 8,400 respondents in 14 countries, aged 18+ Source: Gfk Futurebuy 2013 | Gfk 2013

This is why it is essential to have a unified message and brand across platforms to solidify a brand’s image. Marketers can use this to their advantage through joint online and in-store campaigns that clearly demonstrate their worth, both monetarily and in service.

The high rate of online researching and shopping – via a variety of devices – has created a host of “big data” information streams that can drive new insights on shopper behaviours. One area where big data will become increasingly important is mass personalisation. In the near future, we can expect to see a huge shift towards personalisation of shopper messaging on mobile devices. For example, targeted offers based on shopper loyalty card data will be delivered directly to smartphones and other devices, and will become a common marketing tactic; location metadata will also play a big role.

ABOUT GFK GfK is the trusted source of relevant market and consumer information that enables its clients to make smarter decisions. More than 13,000 market research experts combine their passion with GfK’s 80 years of data science experience. This allows GfK to deliver vital global insights matched with local market intelligence from more than 100 countries. By using innovative technologies and data sciences, GfK turns big data into smart data, enabling its clients to improve their competitive edge and enrich consumers’ experiences and choices. For more information, please visit www.GfK.com or follow GfK on Twitter: @GfK_en

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CASE STUDY

AGNÈS B. CAPTURES THE MOMENT WITH POLAROID CONTEXT High-end fashion brand Agnès b. wanted to promote a limited edition product and collaborated with Polaroid for a campaign to reach a young and trendy audience.

STRATEGY AND EXECUTION Agnès b. and Polaroid ran an exhibition showcasing 40 archive Polaroid cameras showing the evolution of the cameras from instant to digital photography.

The exhibition ran from 25 July to 17 August in Rue de Marseille in K11 Art Mall in Hong Kong.

A photo booth at the exhibition venue and a photo booth at New Town Plaza at Sha Tin were available for visitors to snap photos with their mobile phones and upload them to enter the Facebook and Instagram contests.

“The exhibition and the photo contests are strategies to promote our collaborative camera with Polaroid. If someone loves something, they would be happy to know more about it,” said Mavis Leung, Agnès b. senior marketing manager.

“The photo contests act as platforms for people to share their passion for photography.

“This resonates with the mission behind the campaign and is a way to attract the right target audience for us and Polaroid.

“The Facebook News Feed is also a very fast and effective marketing tool for that viral effect.”

In-store displays doubled as out-of-home adverts for the campaign, such as the 3D Polaroid camera display at Festival Walk and large Polaroid branding on the windows of the agnès b. store in Tsim Sha Tsui.

RESULT The photography contests have received more than 150 photo submissions since the campaign began until the time of print.

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CASE STUDY

PAMPERS GROWS BUSINESS THROUGH PLAY

CONTEXT At some point, every mum has watched her child play and wondered what is going through his or her mind. Mums know that play is important for their babies, but they aren’t always confident of how play is contributing to their baby’s development.

THE IDEA Pampers wanted to give the mum a new perspective on her baby’s development. It decided to show her the world from her baby’s eyes to help her understand, first-hand, how her baby develops through play.

It partnered with Razorfish to create a 360-degree panorama branded interactive experience on mobile. As a result, the campaign has engaged more than 150,000 mums of crawlers across Hong Kong and Taiwan, the two markets it ran in, in less than two weeks.

Conversion rates on the mobile campaign also increased ten-fold.

The campaign took interactive technology used in the video gaming industry, and transferred the experience to mobile, creating a 360-degree panoramic view of a home, from the eyes of a crawling baby. Working from a mobile phone, mums is able to pan and tilt her phone left, right, up and down to emulate her crawling child exploring the space around him.

THE EXECUTION The responsive, interactive experience allowed mums to experience life from the floor, and delivered interesting developmental information about toys and obstacles as they were discovered.

They learned how big toys appeared to their little crawler; the benefits of a baby’s favoured activities; and, most importantly, the critical importance of how uninterrupted play is critical for babies.

Mums could also register for a trial of Pampers Easy Ups nappies.

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THE RESULTS More than 150,000 mums in Hong Kong and Taiwan visited the experience, and more than 10 times the amount from 2013 were converted to trial Pampers Easy Ups, the Pampers product driving the experience.

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There’s much chatter about big data in the industry.

Cutting through the noise to focus on challenges around managing data, therefore, is a must. Whether big or small, brands need to get smart about data or else they may lose out on the game. Marketing in this Master Report looks at some of these challenges and ways to overcome them.

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HOW CAN BIG DATA HELP CMOS? IBM Customer Experience Lab lead of growth markets Luis Chiang Carbonell and senior manager Zhong Su at IBM Research in China speak about the latest trends in using big data for marketing.

Where are the data points? How can you assess the effectiveness of the marketing journey?

One of the biggest challenges facing CMOs is the explosion of data and the sheer amount of information from which insights must be mined to better drive marketing campaigns and customer engagement.

Speaking at the Big Data and Digital Innovation conference, organised by Marketing at Sheraton Hong Kong in Tsim Sha Tsui, Luis Chiang Carbonell, the IBM Customer Experience Lab growth markets lead, said: “Big data is the core of it all. However, big data is not a new topic.”

He said there were many definitions of big data, but among the key elements that everyone would agree upon were volume, variety and veracity.

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Volume comes from user interactions with online platforms such as their mobile and also their exchanges with one another, often on the go.

“As soon as you wake up in the morning, you would turn on your phone and start looking for information. In this process, you are creating plenty of information, connections, accessing lots of pages and there are many exchanges of information going back and forth. As you move around, the volume of data about your geographic location also increases,” Carbonell said.

Variety refers to the manifold formats which data can come in, including whether they are structured or unstructured.

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“So far, the marketing industry has been working with structured data, which is data that you can put into tables and whose attributes you can define.

“But we are now dealing with data in the form of social media, comments people post on your website, videos, and conversations in call centres. We are seeing an explosion of unstructured data being created at a staggering speed.”

By veracity, Carbonell means sifting through a sea of incoming data and identifying what is actually important.

The sheer number of people using mobile phones has played a major role in driving such an explosion.

“We are in the middle of a mobile revolution in Hong Kong. People are sharing and consuming information, and interacting with one another using technology. 96% of their time is spent online, whether it is comparing prices or interacting with their peers. As a result of that, there is a massive explosion of data.”

He says the biggest challenge for CMOs is to drive customer engagement using insights from data to meet three main marketing propositions: acquiring, growing and retaining customers.

“Acquisition of customers is one of the most expensive propositions out there. Traditional marketing campaigns are blanket propositions where you launch a campaign and see who you can capture depending on who comes back.

“Using big data analytics, you can identify specific customers and customer segments where your investment can give the best outcomes, such as by leveraging information popping up on social media to learn about the individual characteristics of customers and target campaigns in a better way to acquire individuals.”

Social media event detection is an important tool for growing customers from what you know about existing ones.

“To make sure you have the right promotions in the right channels at the right time for existing customers, you have to understand customer behaviour through data about their previous purchases and the social networks influencing the customer’s behaviour – what people in his or her network are doing and buying,” Carbonell said.

As for retention, it’s about seeing the early warning signs a customer is about to bail out from your service or product before they actually leave.

“In the past, you find out that a customer wants to defect on your service when they call you asking to cancel. By then, it’s too late because they have already made up their mind.”

New technology enabled means of data analysis such as sentimental analysis and scoring models help you mine gold from what people are saying on social media. Moreover, influence analysis helps to assess the ripple effect over the social network of a customer who has decided to defect.

One excellent warning sign is when the customer is having a bad experience.

“Take telecommunications for example. If a customer has made two or three phone calls in one area which were not completed, or they couldn’t load a YouTube video on their phone, you can offer them a coupon or a promotion.

“As Woody Allen said, ‘Relationships are like sharks, you need to keep moving in order to stay alive’.”

Customers go through a journey where they discover a product or service, make up their mind and engage with the company to discuss

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“ONE OF THE BIGGEST PITFALLS IS DESIGNING THE JOURNEY INSIDE-OUT WHERE YOU AS A COMPANY TRY TO DECIDE WHAT THE JOURNEY IS LIKE." a purchase and then actually commit to one. After the purchase, during which they adopt the product, hopefully they will become an advocate for the product or the brand.

While many may think the key in the journey is the moment of truth pushing the customer to buy, Carbonell argues the journey happens across many points in time and often across several channels.

Questions to ask at this point are: Where are the data points? How can you assess the effectiveness of the journey? How can you know what customers are going through during the ride?

“Our thesis is that by applying analytics, you can help identify, among multiple journeys, the most important journey for your company and build a journey map from a customer’s perspective.

“One of the biggest pitfalls is designing the journey inside-out where you as a company try to decide what the journey is like, but this brings the process perspective of your organisation into the journey. It’s a big mistake because the ideal process is to put yourself in the shoes of customers and identify how they are actually experiencing your organisation.”

According to a recent survey by IBM, while 80% of 6,300 CEOs surveyed believed they were delivering superior customer experience, only 8% of their customers agreed with that statement.

After identifying the key journey and embarking the customer on it, the next step is to assess how effectively the company is delivering its brand promise at every step of the journey.

To collect data points about whether a company is getting good engagement at crucial steps in the journey, Carbonell says score models, sampling and analysing data can be helpful to seeing how real customers experience particular steps in the journey.

Once sufficient data has been collected, companies can then measure the relationship between scores and customer churn rates.

Again for customer retention, companies can use data to identify the root causes of failure during the journey and decide on corrective actions, which its customer service staff are empowered to implement.

“You might think that you need to implement big data infrastructure in your organisation, but probably within your organisation, we already have sufficient data on how you are doing and what you are delivering.”

He describes CMOs ahead of the big data and digital innovation game as digital pacesetters.

“They are prepared for data explosions, not only using social and online channels to distribute information, but to engage with customers and listening and transacting with them.”

Zhong Su, senior manager of cognitive understanding and analytics at IBM Research in China, said social media was 10 times more efficient than other channels such as email and phone.

“For example, by doing personality analyses of people posting on a company Weibo site, marketers can deliver targeted messages and use social media analytics to do customer segmentation,” Su said.

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PUTTING THE SPARK INTO BIG DATA Big data. Talked about at almost all conferences and industry events and in most boardrooms across the world. As we know, it’s streams of highly complex, continuous and often unstructured data.

But the question that many corporations are grappling with is how this data can be put to good use. How is big data relevant to businesses? And can it help us make better business decisions?

With the proliferation of tablets and smartphones in the market, businesses are increasingly interested in developing context-aware services to more effectively personalise service offerings. Marketers are now paying more attention to the geo-spatial dimension, whether it is to understand the potential of a location, with its peaks and quiet times, or to glean a better understanding of what drives customer behaviour during different periods of the day and at different locations.

Sample this. More than 100 billion data points pass through the SingTel network in a year. More than 650,000 tourists roam on the SingTel network every week.

What could you, as a seasoned marketer, potentially do with this information? Or, should I say, with the insights this information can provide.

That is the question my team and I have been having a go at for the past two years. How can big data translate into actionable insights, and hence, real impact for organisations? Telcos such as SingTel are uniquely positioned to offer actionable insights to marketers by fusing mobility and communications data with location intelligence.

Who would benefit?

According to the Gartner report, “Market Trends: CSP’s Leverage Opportunities in the Context-Aware Services Market, 2013”, the highest interest for location-based context analytics comes from the retail industry and the public sector. Banking, real estate and advertising are other sectors where location intelligence can have significant strategic and operational impact.

At DataSpark, a recently incorporated subsidiary of SingTel, we started by asking ourselves what big data could be harnessed for and who would find it useful? Rather than first building a platform and hoping the uses would become self-evident, we stayed mindful of the importance of beginning with a clear goal in mind. Data for a purpose.

One of our goals is to help marketers make better decisions, and find innovative ways to provide better value to customers.

Targeted marketing for retail businesses Retailers and retail mall owners and developers can leverage geo-spatial information to improve marketing effectiveness.

As tier-1 retailers such as Meijer, Macy’s and Target in the US have shown, indoor positioning technologies provide useful deep insights into customers’ in-store purchasing behaviour and ways to enhance the customer experience, leading to improved customer retention rates and increased revenue.

17 MARCH 2014 — 23 MARCH 2014

DataSpark can provide an overview of daily and hourly footfall volume and its demographic characteristics, across multiple locations.

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of the prime OOH spots in the CBD area in Singapore to try and better understand the demographic profile that these advertisements may be exposed to. We could then look at the various brands that had used those advertising spaces. With the help of location analytics, we were able to access location data on these predetermined geo points. This provided insights about the actual number of people visiting the location at different times of day and their profile in terms of age, gender and nationality. That is near real-time information that can help marketers take the guesswork out of OOH placements. For media owners this implies an optimisation of OOH placement and, hence, revenue.

DataSpark can provide footfall intensity across locations in Singapore.

Another use of geo analytics is to discover new or untapped customers in the vicinity of retail outlets. With the right insights, a retailer is better able to pick the optimal location for a new store by looking at the number of passersby, the time of day and associated demographics.

We put this to the test in our own backyard. At DataSpark, our proprietary GeoAnalytics platform utilises anonymised and aggregated mobile network data from SingTel customers to show the number of people who have visited an area such as our SingTel Hello Shop. Other insights include the number of people visiting a location by age group, gender and inference on where they work and live. Access to such geo spatial intelligence can help us make our marketing and promotional activities more targeted, fine-tune our products and manage our store operations better.

City planning for government agencies In the transportation sector, near real-time location data over the entire city or country can be used to help government agencies plan a better transportation network, taking into account environmental needs and the changing lifestyle patterns of the urban population.

Geo spatial analytics allows intuitive knowledge about crowd movement to become factual and quantifiable.

Sustainable urban planning, including residential, recreational and healthcare spaces, can become more focused with the infusion of geo spatial intelligence. If town planners could have access to near real-time information about the pulse of the city – people movements, time spent at various public locations, transit time from home to work – they would be much more well-equipped to plan the next-generation Singapore.

Advertising for marketers Our in-house data scientists have been researching and developing patent-pending algorithms and technological methods to process raw cellular network location information in near real-time, transforming the unstructured data into impactful business insights. Insights geared towards helping marketers make sharper decisions on allocating their marketing spends.

One such area is that of out-of-home ad placements. We picked five

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Big data and privacy There’s a common taboo associated with big data – about “surveillance” and tracking. Which is why, at DataSpark, respect for consumers’ privacy ranks foremost. Needless to say, privacy laws are fully respected as all data is anonymised, aggregated and streamlined into trends and generic patterns over time.

Harnessing big data analytics meaningfully can help you augment and optimise your understanding of your target audience’s behaviour, especially in the context of your competition. So that you are not only cognisant of the present, but have adequate insights to extrapolate from it to proactively plan for the future.

The “big” in big data, for me, stands for big impact. Actionable insights that lead to sharper business decisions with a measurable impact.

The writer is Ying Shao Wei, chief operating officer, DataSpark (part of the SingTel Group).

COMPANY PROFILE DataSpark PTE. LTD. (DataSpark) iss a newly incorporated entity owned by SingTel Tel which leverages location analytics to derive ve mobility patterns and customer insights, thereby ereby enabling smarter decision-making by businesses. sses. Our in-house data science team consists ts of more than 10 data scientists with doctorates. All the R&D and software engineering efforts are based sed in Singapore.

Since 2013, DataSpark has established shed joint research collaboration with research h institutes such as A*STAR’s I2R and MIT to develop advanced data analytics enabling innovative, personalised and relevant information/services to mobile users.

Write to Melissa Gil (Melissagil@ singtel.com) from Living Analytics if you want to know more.

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CASE STUDY

OCBC 360 ACCOUNT CONTEXT A key segment for OCBC is the emerging affluent or young professionals. Various studies and surveys had shown this segment as having a “promiscuous” relationship with banks. The objective for OCBC, therefore, was to become the key operating account for this target audience and not the secondary account. There was a need to deepen the relationship.

OCBC’s 360 Account was first launched in July 2013, rewarding customers with a higher interest rate for doing more online banking with the OCBC Bank. Customers who performed any two online banking transactions would earn 1.28% p.a. on their account balances. Within seven months, more than 16,000 accounts were opened. Customer insights showed that the ease and convenience of operating an account was one of the key reasons before starting a new primary bank relationship.

Given the good response to the initial launch of the OCBC 360 Account, the product was enhanced to reward customers beyond doing online banking transactions with the bank in April this year. The enhanced OCBC 360 Account enables eligible customers to earn interest rates of up to 3.05% p.a. when they perform everyday banking.

Base interest

Bonus interest when you do all or any of these

Earn

0.05%

Donald MacDonald, head, group customer analytics and decisioning, group customer experience, explains: “We designed the solution in conjunction with customers – we brought them into our experience lab and asked them to try and open the account. We are able to watch the customers experience via cameras and capture real user feedback to refine our designs.

The next area where insights came in was measurement. The product managers were provided with interactive dashboards to track how the product was performing from launch & how many customers were fulfilling all three criteria to get the highest interest rates.

“They could do a profile analysis; dice and slice the data whichever way they wanted and track the customer behaviour of those taking the product,” he said.

Ling Seng Chuan, head of deposits at OCBC Bank, said: “The reason for the popularity of the OCBC 360 Account, especially with young professionals, is by no means a coincidence. All we did was to listen to them and create a bank account they wanted – a simple and rewarding one.”

“OCBC Bank continues to be a trailblazer in banking innovation and the OCBC 360 Account was launched as the first-of-its-kind in

per year

For account balances of up to S$200,000.

Earn 0.15% per year for balances above S$200,000.

Maximum interest

Earn extra

Earn extra

Earn extra

1%

1%

1%

When you credit your salary every month.

Simply inform your HR department to credit your salary into this account. The minimum salary amount to credit is S$2,000.

When you pay any 3 bills every month.

Pay any 3 bills online or with GIRO from this account monthly. You can also pay any bank's credit card bill using OCBC Online Banking.

When you spend S$400 every month.

Spend a total of at least S$400 on OCBC Credit Cards monthly. You will continue to earn the usual card rewards

per year

per year

per year

3.05%

per year

You will get bonus interest on the first S$50,000 of your account balance. on the months you do less, you will earn less bonus interest.

You will get base interest on your entire account balance.

Source: OCBC

STRATEGY/EXECUTION With the help of data-driven insights, OCBC carved out its strategy. It looked at the profile of these professionals and figured out how many were existing OCBC customers using primary banking, what services they used and so on.

It also leveraged data to study the underlying impact on the profitability of the bank – if it made financial sense to develop a product around this area. Analytics was leveraged to identify the opportunity here. Predictive modelling was carried out to see how many people would take up this offer and focus group discussions helped the bank understand what would make customers open such an account. The ease of opening the account was identified as the key enabler. OCBC enabled account opening through simply using the mobile phone.

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Singapore as a direct response to customers’ needs. We are passionate about not only supporting, but also enhancing our customers’ banking relationships with us, and will continue to create innovative products and services to make banking easy and accessible.”

RESULTS • More than 60,000 new accounts were opened to date.

• 70% of customers are PMETs. • 30% were young professionals aged 23 to 29.

• The number of OCBC 360 account holders who have at least one OCBC credit card grew by eight times.

• Positive buzz around the product on social media.

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CASE STUDY

CASE STUDY: FIFA WORLD CUP 2014 Consumers are hard to win and even harder to retain. Online consumer behaviour is a whole new dimension. In this complex multiplatform environment, traditional market research can only tell you so much. This is why SingTel combined its entire suite of analytics capabilities to give advertisers a holistic view of consumer behaviour during the recent FIFA World Cup 2014. As the exclusive1 broadcasters of the World Cup, SingTel aimed to understand the behaviour of viewers by deducing viewing patterns across in-home, out-of-home and online.

These insights benefited its advertisers by enabling them to improve the effectiveness of their marketing campaigns, calculate the ROI of their advertising, activation and promotional spends on the World Cup and identify future promotional opportunities based on the behaviour of their target audience during this event. This research was built on three pillars: real-time location-based insights provided by SingTel’s geo analytics

subsidiary DataSpark; in-home TV viewership data; and ad recall and engagement insights from SingTel’s Digital Advisers – an online insight community. With the World Cup being screened at community centres and cafes, clubs, restaurants and bars across the island, DataSpark was in a unique position to look at near real-time location data to understand viewer demographics and habits. By using anonymised and aggregated data it was possible to understand the profile of community club audiences by gender and ethnicity. That can be compared to audiences at bars and then mapped against time spent at either location. It’s also possible to understand what commercial interactions these viewers had during the screenings. For example, top commercial interactions at a popular community club in the east of Singapore included retail (28.3%) and banking services (25.1%)2. For a brand planning its advertising and promotional activities, that is invaluable information.With over 400,000 (and growing) SingTel mio TV customers across the nation, SingTel also had a good understanding of TV viewing behaviour during the World Cup. Number of matches watched, duration of matches watched, peaks and troughs of viewing times, etc. To dig deeper into the viewing behaviour

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of the in-home soccer fan, SingTel’s Digital Advisors were invaluable.

The Digital Advisors are a 15,000-strong online community of web-savvy SingTel consumers, spread across Singapore, Indonesia and Australia.

This community will be scaled up to 45,000 by the end of 2014. Insights from this highly engaged community found that Singaporeans don’t like watching the matches alone, despite the late viewing hours of the games.

In that, they were similar to their Indonesian counterparts. In Singapore, more than a third of our respondents had watched the matches with two or five people. In Indonesia, that number rose to 52%3. CNN declared the 2014 World Cup as the most social sporting event ever.

Singaporeans would probably attest to that. In Singapore, the World Cup was a social and multi-screen viewing experience. 40%4 of digitally savvy Singaporeans were dual screening during matches – enhancing their TV viewing experience with digital media interactions on their phones, tablets and computers via messaging, social media updates, browsing online content and using apps related to the World Cup. This reinforces the importance of planning for integrated multi-platform campaigns to leverage multiple ad touch-points.

The Digital Advisors also provided insights on which brands succeeded in achieving strong ad recall4. Advertising from large, global World Cup sponsors were the most memorable, likely due to the multitude of touch-points these brands had during the event. However, when prompted, ad recall for Singapore Pools/NCPG, Tiger Beer and Hublot was also quite strong, second only to global sponsor McDonald’s5. The Digital Advisors panels offer a time and cost-effective way for brands to test the effectiveness of their advertising. For example, in a study conducted online between 16 and 17 June, in just 12 hours, around 800 SingTel Digital Advisors took the survey, 44% of whom had watched at least one initial World Cup match. A true marriage of big data and small data sets, the team at SingTel and DataSpark are producing a report that explores both the quantity and quality of World Cup viewership. And, for the first time, a complete view of the elusive consumer across in-home, out-of-home and online platforms.

1

Exclusive for advertisement rights in Singapore. 2 Demographics and footfall volume at Tampines CC on 14 June. 3 Source: SDA/TDA/ODA panel study on the World Cup. Base: Watched at least one World Cup match between 17-23 June. (n=489 SDA) (n=624 ODA) (n=174 TDA) 4 Source: SDA panel study on the World Cup. Base: Watched at least one World Cup match between 17-23 June. (n=489) 5 Source: Among the mio TV advertisers tracked in the SDA panel study on the World Cup.

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OPEN YOUR DIGITAL GATEWAY TO CHINA About 130 marketers gathered to discuss the potential of digital marketing in China at Marketing’s Insights conference: “Open Your Digital Gateway to China.” Here’s a wrap up of the event.

What’s happening in China Long relegated by marketers as an afterthought, people born after 1990 in China are coming of age. Those who went to university are just getting into the job market and bringing home their first paychecks, while their less educated peers may already have six or more years of work under their belts.

Over the next decade as their spending power increases, brands will naturally turn the spotlight on them.

“Forward-looking brands will move quicker in digital to embrace the post-90s generation, learning to think and act like China’s first truly digital generation, and adopting this culture into their brand marketing,” said Nitin Nishandar, regional managing director of brand and communication for APAC at TNS. China’s post-90s generation exceeds their post-80s peers by being even more “zhai” (comfortable always at home online), more “diao si” (proud of their lack of distinction), and more into “ya wenhua” (grassroots sub-culture).

Pampered as only children by parents and grandparents, post-90s kids love themselves above all, yet remain sensitive, spontaneous and impulsive. They are driven by fun in the moment, rather than goals, ideals and the chase for meaning. Those born after 1990 in China lead fluid,

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androgynous and mashable lives that effortlessly merge elements of the offline and online worlds.

They are mobile and photo obsessed, sharing touched-up pictures of small moments of fun in life: food, clothes, friends, selfies. Online they entertain themselves with games, music and online shopping. They care about fashion and aspire to travel.

Most importantly, the post-90s generation is abandoning TV. They rank surfing the internet as the top way to spend free time, and spend more than 170 minutes online per day, nearly twice as much time as watching TV. “This is the future,” Nishandar said.

Moreover, more than half of Sina Weibo’s users were born after 1990. This uncovers new and exciting opportunities for marketers to connect with their consumers in this increasingly complex environment.

A year after iPhone launched, TNS carried out research across Asia Pacific to get data behind what it thought were pretty important consumer shifts. Broadly, consumers are continuing the shift to consume media on their terms, via their choice of device, at times of their choosing.

“Emphasis is on continuing the shift because traditional media use is by no means dead, and I think we’d be wiser to keep in mind the ideas of incremental, complementarity and occasionality,

rather than treating it as a zero sum game because that’s what consumers do,” Nishandar said.

The key point is China doesn’t have a device legacy that holds consumers back from adopting new devices. Users with long histories of PC, or traditional media use, often find these habits hard to break, and migrate to new devices or new services at a slower rate. This leads to both “digital natives” and “leapfrogging” as users without these legacies adopt faster such as those in China.

Cost and speed of data are, however, the barriers. “Cost of data is still a restrictive influence in many emerging markets while speed of access may create a barrier in developed markets,” he said.

China has more than an 84% smartphone penetration. Cheaper, homegrown smartphone brands such as Xiaomi, Huawei and Haier mean

DATE: 3 July 2014

VENUE: InterContinental Hotel Singapore

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EVENTS

smartphone penetration among internet users in China is actually higher than in the UK, US or Germany. Tablet penetration stands at 23%, but is expected to grow substantially once those same Chinese smartphone brands start making them.

In such a situation, as consumers move across multiple channels and adopt more advanced devices, targeting becomes a more complex task.

Yet there is a pattern to this behaviour; consumers are selecting the device, channel or touch-point that’s right for them and the moment they are in.

Understanding these patterns allows the targeting of individuals and groups far more precisely and ultimately delivers against both long and short-term marketing objectives with greater accuracy.

So what do you do differently in China? The answer to this question is based on the level of influence digital channels hold, which grows with improving access. The more devices or bandwidth a consumer has, the more time they will spend online and the more influential the medium becomes.

Therefore, should brands focus on social and earned media or owned and paid? The answer to these questions is less clear cut as it is more closely linked to attitudes than access, but wherever consumers have a stronger attachment to social channels they will play a more important role, Nishandar said.

Evangeline Teo, sales manager of China Search (Asia), the exclusive reseller of Baidu in Hong Kong, Macau, Taiwan and Singapore, said China had the most number of internet users in

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the world (618 million in December 2013) and extremely high mobile usage with 91% mobile penetration. The fastest growing online activities in China are group buying, travel booking, online shopping and online payment.

Baidu covers 95% of the internet population with 600 million searches per day and 300 million unique IP visits per day, she added.

“Online travel booking in China is in the booming stages. The year-on-year growth was 60% in 2013, reaching 180 million users. Nearly 80% of Chinese travellers acquire travel information via Baidu.”

Nearly 125 million Chinese will travel overseas in 2014. The amount of overseas travel and overseas travel searches have tripled since 2008, Robinson Liu and Gao Wen Bin, integrated marketing consultants at Baidu, shared with the audience. Travel to Singapore remains attractive for the Chinese, especially to the young. Almost half (47%) of travellers are in the 20-29 age bracket.

Delegates also had the chance to see successful case studies from the China market.

Citing the case of Tourism New Zealand attracting Chinese visitors, the pair said it was a three-stage process: namely awareness using high quality web banners to raise brand image; reach influencing users by applying Mini Zone; and conversion using Baidu’s Brand Zone and Trigger words.

In particular, Kit Lui, marketing director of Acetop Precious Minerals – igold, shared the success her company had seen through digital marketing. From a start-up to the leading trading platform in Hong Kong in the past few years, she said: “We believed the internet model was a better model, and it turned out to be true.”

Igold operates gold trading not in a conventional way with a team of sales persons, but purely through the internet; it provides advice and information and conducts customer service online. The challenge it faced was two-fold.

How to attract the China market effectively and how to provide better services than conventional precious gold trading houses? Time, resources and budget were other concerns of the brand. The conventional model of advertising in the traditional media, opening up sales offices and recruiting large numbers of sales persons, was not scalable.

“Using Baidu’s pay-for-click programme is how many businesses first enter the Chinese market. It is much more cost-effective to market our company to online users in a direct and relevant manner. It allows us to be found among the millions of web pages available on the internet and only pay for each click to our website,” she said. She also went on to explain how its SEM activities, together with display, led to tremendous results for the brand.

“We made a conscious decision to become an internet-based trading company,” she said, adding Baidu helped the brand greatly in this pursuit.

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CEO PHILIPPINES F '%& .0-i*# 1#,'-0 + , %#+#,2 0-*# F 20-,% 31',#11 . 02,#0',% $-!31 5'2& &'%& %0-52&A *'12#" #"' F 0# 2'4# *'#,2 !',% -*# + 0)#2 *# "',% *'12#" #"' A -30 !*'#,2 & 1 , '+.0#11'4# 20 !) 0#!-0" ," '1 5#** .-1'2'-,#" $-0 '++#"' 2# ," 1'%,'i! ,2 *-,% 2#0+ %0-52&@ '2& $3** !-++'2+#,2 2- 2&#1# %0-52& 120 2#%'#1A , #6!'2',% -..-023,'27 #6'121 $-0 .0-4#, .0-i*# $-0 2&#'0 &'*'..',# -$i!#@ 1#" ', ,'* ," 0#.-02',% 2- 2&# & '0+ ,A 2&'1 )#7 0-*# 5'** 1## 7-3 0#1.-,1' *# $-0 ** %0-52& 0# 1 !0-11 2&# 31',#11A 0#/3'0',% 7-3 2- .0-4'"# 120 2#%'! ," 1 *#1 -0'#,2#" *# "#01&'.A -.#0 2'-, * "#!'1'-, ," 120-,% i, ,!' * 5 0#,#11@ &'1 '1 ,-2 + ',2#, ,!# 0-*# ," 7-3 5'** & 4# 2&# $0##"-+ ," -..-023,'27 2- 0#Q1& .# ," 0#Q-0'#,2 2&# 31',#11@ &# 0-*# '1 4'2 * 2- 2&# #$$#!2'4# "#!'1'-, + )',% ," 120 2#%'! "'0#!2'-, -$ 2&# !-+. ,7C 2&#0#$-0# 7-3 5'** 5-0) !*-1#*7 ," # 20312#" 31',#11 . 02,#0 2- 1#,'-0 + , %#+#,2 %*- **7@ - /3 *'$7A ',"'4'"3 *1 +312 .-11#11B F &'%& *#4#* 120 2#%'! #6.#0'#,!# ', + , %',% +#"' G -0 #2 '* 1#!2-0 F 120-,% * ,!# -$ !-++#0!' *A i, ,!' * ," -.#0 2'-, * 1)'** 1#21 F &'%&*7 "#4#*-.#" .#-.*# + , %#+#,2 #6.#0'#,!# Q ',2#0, * ," #62#0, * F .0-4#, 20 !) 0#!-0" -$ "#4#*-.',% 31',#11 .0-!#11#1 ," '+.*#+#,2',% #12 .0 !2'!#1 F 0- " + 0)#2',% !)%0-3," 5'2& 1-+# "'%'2 * #6.#0'#,!# F results oriented F #6!#**#,2 ',2#0.#01-, * ," *# "#01&'. 1)'**1A 5'2& 2&# '*'27 2- !-++3,'! 2# #$$#!2'4#*7 2 1#,'-0 + , %#+#,2 ," - 0" *#4#* Contact Diane Barraquio on (65) 6854 5629 or email diane.barraquio@ambition.com.sg quoting reference number RTH27685.

HEAD OF MARKETING F Senior Leadership Position in MNC F #%'-, * 1' !'i! #1.-,1' '*'27 F umkkAkkk Q umpkAkkk 1# * 07 30 !*'#,2 '1 %*- * +3*2', 2'-, * i, ,!' * ',12'232'-, 2& 2 '1 *--)',% $-0 20 2#%'! 0)#2',% # "#0 2- 03, 2&#'0 31',#11@ -0)',% 2-%#2&#0 5'2& #,'-0 # "#01A 2&'1 0-*# 0#/3'0#1 7-3 2- 5-0) 5'2&', 2&# -0% ,'1 2'-, 2- '"#,2'$7 )#7 0#/3'0#+#,21 $-0 2&# 31',#11@ -3 5'** 2&#, # 0#1.-,1' *# $-0 "#4#*-.',% 2&#1# 0#/3'0#+#,21 ',2- 5-0) *# + 0)#2',% .* ,1 2& 2 ! , # #6#!32#" 7 2&# 5'"#0 + 0)#2',% $3,!2'-,@ -3 5'** # #6.#!2#" 2- 5-0) -, +3*2'.*# .0-(#!21 2 ,7 -,# 2'+# ," !-,1'12#,2*7 "#*'4#0 -, 2&# 5'"#0 31',#11 ,##"1@ -3 5'** *1- + , %# 2&# 0#%'-, * + 0)#2',% 2# + ," "'0#!2 2&#+ 2- "#*'4#0 + 0)#2',% ','2' 2'4#1 2& 2 "&#0#1 2- 2&# !-+. ,7`1 0 ,"',% ," %3'"#*',#1@ - /3 *'$7A ',"'4'"3 *1 +312 .-11#11B F 120-,% 0)#2',%A .0#$#0 *7 m #6.#0'#,!# ', 2&# i, ,!' * ',"31207 F #62#,1'4# #6.#0'#,!# 5'2&', .* ,,',%A 120 2#%7A .0-"3!2 + 0)#2',% F 20 !) 0#!-0" ', 13!!#11$3**7 + , %',% * 0%# 1! *# .0-(#!21 F #6!#**#,2 !-++3,'! 2-0 5'2& 2&# '*'27 2- 3'*" 1#,'-0 12 )#&-*"#0 0#* 2'-,1&'.1 F .0-4#, 20 !) 0#!-0" ', + , %',% 0#%'-, * 2# + Contact Hong Jieqing (JQ) on (65) 6854 5622 or email jieqing.hong@ambition.com.sg quoting reference number HJQ26460.

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SENIOR APPOINTMENTS

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SENIOR APPOINTMENTS

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CAREERS

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CAREER PATH Anuj Dua,

Director of marketing and consumer sales, Asia Pacific and Japan Intel First job? My first job at Intel was as a design engineer in the Pentium processor team. Pentium was then, and is now, one of Intel’s best-known brands. But, as fate would have it, I joined the week a flaw was discovered in the latest chip and was asked to support customer calls. I knew then I was destined for a customer-facing job.

First job in advertising/ marketing? I was a competitive

marketing manager. It was my first non-engineering job and I loved matching wits with our competitors.

Best job? I’ve had one of the

best. I was chief-of-staff to Paul Otellini, who was Intel’s president and CEO from 2005 to 2012. A close second would be leading the team responsible for supporting Apple, a great customer of Intel’s and an exciting company to work with.

Perks of your current job?

My son is a baseball player and living in Singapore allows me to travel with him to tournaments across Asia.

Worst job? It was writing patent

JOB SHUFFLE OMD appointed Jian Yang as global strategy director for Transformers – Hasbro’s largest franchise. In his new role, he will drive deeper business results by developing communication strategies connecting the brand (including toys, licensed merchandise, TV series and movies) to consumers across the globe. In addition, he will also be the business director for Hasbro Singapore’s account at OMD. Jonathan Sanchez, previously vice-president of global communications and sustainability at Unilever, has taken on a new role as director of Stand Limited.

He is one of the founders of Stand Limited. The business is initially operating in Singapore and Thailand as a consultancy for leaders. Its expertise includes leadership communication, financial engineering and economics and political and development theorists and practitioners.

applications.

Marketing professionals you admire? Steve Jobs.

Best career advice you’ve been given? Paul Otellini, Intel’s former

CEO, told me “change before you have to”. I’ve been comfortably uncomfortable ever since.

Why a career in marketing?

There are amazing things happening at the intersection of technology and liberal arts.

Marketing is in a fantastic position to evangelise that change – and to take advantage of it.

If you weren’t in marketing, what would you be? I’d be

still pushing transistors or maybe in theatre.

How do you wind down? That’s easy. Cabernet and conversation.

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Aviva hired Chris Wei as CEO of global life insurance and chairman of Asia. He will lead Aviva’s life insurance businesses across the group and will be tasked to provide strategic direction. His last day as Great Eastern’s group chief executive officer is 30 September.

Great Eastern is on the search for a new group CEO. JobsDB appointed Sheldon Fernandez as the new managing director of its Singapore office.

He is in charge of strengthening the online job recruitment portal’s presence in Singapore. The role

was last held by Angeli Beltran who recently moved to Mead Johnson as director of digital marketing and CRM. Fernandez is also taking part in branding decisions on a regional level.

United States and Oriental DreamWorks based in Shanghai.

She will report directly to Lynwen Brennan, president and general manager of Industrial Light & Magic.

McLaren Automotive appointed George Biggs as head of sales and operations of Asia Pacific to accelerate the company’s growth and profitability in the region. He will spearhead the company’s sales, marketing and after-sales efforts across Australia and New Zealand, Hong Kong, Indonesia, Malaysia, Singapore, Taiwan, and Thailand.

He reports to Mirko Bordiga, who leads the Asia Pacific operations as regional director of APAC.

Saatchi & Saatchi Singapore appointed Cyril Bedat as global digital director overseeing Saatchi & Saatchi’s digital work for Pampers worldwide. He adds to the digital capability of the agency’s integrated Pampers team and joins Nick Morrell, Falk Fuhrmann, Paul Copeland and Tim Ball in driving the account.

Bedat moved to Singapore from Shanghai where he was based for three and a half years.

Havas Media Group appointed Josh Gallagher as regional strategy director. Based out of Singapore, he will report to SK Biswas, chief strategy officer at Havas Media Group, Asia Pacific.

Gallagher is responsible for driving offline and online strategy for the agency’s key clients, including AXA, Emirates, LG Electronics and Shangri-La Hotels. He leads the adoption of the agency’s proprietary planning process – meaningful connections planning.

Lucasfilm appointed Teresa Cheng as general manager for Lucasfilm Singapore. Cheng has more than 20 years of experience. She joined Lucasfilm from DreamWorks Animation where she served as senior production executive for the joint venture between DreamWorks Animation in the

Havas Media Group’s mobile marketing arm Mobext appointed Kat van Zutphen as general manager for Singapore. She is responsible for managing the Mobext Singapore operations with a focus on developing the mobile product across paid, owned and earned media. She will work closely with the offline and specialist digital teams at Havas Media Group Singapore. She will report to Gautam Dutt, managing director of digital services.

Cheil Worldwide created a global digital role, naming Peter Kim as chief digital officer. Reporting to Daiki Lim, president and CEO of Cheil Worldwide, he is charged with building Cheil’s digital business platforms and expanding digital capabilities, both at home and abroad. Based in Seoul where the network is headquartered, the company said the appointment aimed to strengthen its position in an “unrelenting” digital marketplace.

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LAST WORD

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WHY AIRBNB’S NEW ‘OBSCENE’ LOGO IS GENIUS The Airbnb’s new “obscene” logo has the internet talking for days. But what is being talked about is not only the logo, but also the brand. How can it not be a success? Suzi Pratt writes.

Airbnb’s logo: A stroke of brilliance?

Airbnb has unveiled a brand new logo and redesign that has sparked a wide range of responses. Some people think the logo looks obscene.

Others wonder if this rebranding may end up being one of Airbnb’s biggest mistakes ever. But I’d like to argue that everything – even the logo – is actually a stroke of genius on Airbnb’s part.Conveniently, I happened to watch a brilliant TED talk by Simon Sinek.My biggest takeaway from the talk was this quote Sinek kept repeating: “People don’t buy what you do, they buy why you do it.”

Many people focus too much of their efforts on what they do.

Sinek’s main example was Apple.We all know the computer giant makes beautiful, user-intuitive computers, but why do they do it?The core of Apple’s mission is to challenge the status quo and think differently. It just happens to make computers that fall into this category.

Let’s apply that logic to Airbnb.

As the world’s largest community hospitality company, Airbnb has more than 500,000 listings in 33,000 cities and 192 countries. That’s quite a feat for a company founded in 2008. With these numbers, it’s hard to challenge the fact Airbnb is a very successful company, despite its controversies over the years regarding security and legality. With so much success on its current model and design, why do a complete rebranding?

Like Sinek said: “People don’t buy what you do, they buy why you do it.”

Take a look at the new Airbnb website. After you wig out over the new logo and website structure, the part of the site that speaks loudest is the

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section that says: “The story behind the new Airbnb.” Click on this and you’ll be led to a lengthy blog post by CEO and co-founder Brian Chesky.

This extremely thoughtful post goes beyond the “what” behind Airbnb and goes into great detail about the “why”. “Belonging has always been a fundamental driver of humankind. So to represent that feeling, we’ve created a symbol for us as a community. It’s an iconic mark for our windows, our doors and our shared values. It’s a symbol that, like us, can belong wherever it happens to be … we’re proud to introduce the Bélo: the universal symbol of belonging.”

After reading this snippet from Chesky, my perspective on the new Airbnb logo and rebranding shifted. I stopped looking at it as a possible obscenity and viewed it with a new appreciation.This rebranding is about taking Airbnb beyond being just a hospitality service and transforming it into a lifestyle and community where everyone can take part. And it doesn’t stop here. Further in the page is a section. “Create Airbnb”, where users are encouraged to form their own unique symbols as part of a “shared brand identity”. That is a big step forward for a company pushing interactivity among its users. This is a clear mission that goes with my own values and would make me inclined to use Airbnb’s services more. While it’s tough to say how Airbnb’s rebranding will play out, but as long as it sticks with its new mission statement, I think good things will come.

Suzi Pratt is co-founder at US-based digital marketing company Gemini Connect.

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