THE ART & SCIENCE OF CONNECTING WITH CONSUMERS
HONG KONG
HK$55
Lifting the lid on
AUGUST 2017
marketing – interactive.com
編者的話
EDS LETTER
‘I’M SORRY, DAVE. I’M AFRAID I CAN’T DO THAT’ Ӂᾜ弆虇DaveҸ㇟ㆤ㎠⇩ᾜ⎿Ҹӂ
Editorial Carlos Bruinsma, Editor carlosb@marketing-interactive.com Inti Tam, Deputy Editor intit@marketing-interactive.com Angel Tang, Senior Reporter angelt@marketing-interactive.com Tracy Chan, Bilingual Sub Editor tracyc@marketing-interactive.com Advertising Sales - Hong Kong Sara Wan, Sales Director saraw@marketing-interactive.com Sherman Ho, Account Manager shermanh@marketing-interactive.com Ruby Lee, Account Manager rubyl@marketing-interactive.com Advertising Sales - International Søren Beaulieu, Publisher (Singapore) sorenb@marketing-interactive.com Production and Design Shahrom Kamarulzaman, Regional Art Director shahrom@lighthousemedia.com.sg Evisu Yip, Associate Art Director evisuy@lighthousemedia.com.sg Priscilla Lo, Graphic Designer priscillal@lighthousemedia.com.sg Events Yeo Wei Qi, Regional Head of Events Services weiqi@lighthousemedia.com.sg Finance Evelyn Wong, Regional Finance Director evelynw@lighthousemedia.com.sg Management Tony Kelly, Managing Director tk@marketing-interactive.com Justin Randles, Group Managing Director jr@marketing-interactive.com
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The above quote from Stanley Kubrick’s genre-defining sci-fi flick 2001: A Space Odyssey has always stuck with me. The movie was shot quite some time before I was born, but the sentiments expressed in the movie are now arguably far more apt than they were in the late 1960s. The film poses interesting questions about intelligence, evolution and our future – and with actual AI presumably on the horizon, a lot of people are getting nervous about computers taking a leaf out of HAL’s book. Recently, it was the subject of a small spat between billionaires Mark Zuckerberg and Elon Musk – the latter warning that humanity has to prepare for the negative fallout that extensive automation, and by extension AI, is bound to bring. Zuckerberg was more positive and labelled Musk alarmist. It’s something to mull over, if you’re feeling particularly pessimistic on a lazy afternoon: what is AI really, and what can it realistically do? Is the value it will inevitably generate a ticking time bomb? Will mass job displacement ruin economies? And even more terrifyingly, will computers ever stop listening to humans? The first question is one we attempt to answer in this issue, so that’s a good start for some light(ish) marketing-specific reading about AI. As for the last question, the more I learn about computers the more I feel like the depiction of HAL 9000 wasn’t too far off. For example, have you ever tried to run Linux on a computer only for it to ignore you and keep running Windows 10 instead? I spent the majority of last week trying, and ended up with tears on the keyboard, blood on the wall and a rather unhealthy dose of self-loathing in my pocket. Every additional hour I spent pleading with the computer to just “pretty please let me run Linux” felt like it was mocking me more. “I’m sorry, Carlos. I’m afraid I can’t do that.”
᱑ᏅᏂጳᓗᅛዾᓐ⍈ᛵᡡ፨ ⇝ᆃ 2001፠ᜀ 䂺㿇Ӏ䠓伢⌇╿寭虇伢⿇⢷㎠勵㼆㻽䖍Ҹ憨扷梊⢷
60〃ⷍ棱ᾥ虇㎠䜅㟑戓㢹⎉䚮虇⃕梊㏏姷懣䠓孏 灭虇῝㢃懸▗䚷ℕヱⵈ䖍⢷Ҹ 憨扷梊⿅⎉㢘杫㠉劌ҷ懁⒥☛⁉槭㢹ℕ䠓㢘 弲⛞槛虇样嗦⁉⽴㠉劌㊗䡙㟽╙虇ㄗ⪩⁉朚⭚㙣ㅒ⌅ 梊勵㢒Ӂ㢘㮲ⴇ㮲ӂҸ 㢏慠虇AI憨↚尀槛㎟䉉⊓喻ⵛ児㣀⋚₾㧋厖欻㜾 ⋚Ὶ朢䠓䎼㑦虇ㄛ冔峵◙⁉槭ㅔ榗䉉卹⑤⒥╙AI㟽 ╙㏏⿅ℕ䠓帯棱榎⃫⬌䀥∨虇军㣀⋚₾㧋⏖㵣悒 㮑孏虇㒖欻㜾⋚─宏刂刌Ҹ ⬑㤫⃯⢷ᾏ↚㎅㺚㺚䠓ᾚⓗ㾀㊮ᾜⴘ䠓尀虇ⅎ ⇋ㄦ⬌⬌㾀ㆬᾏᾚ處AI⎿〤㞾䚩灋虚ⴒ株劌⇩䚩 灋虚ⴒ㞾▵䊰╾戎⋜㢒㎟䉉ᾏ↚宗㟑䉇プ虚⪶嬞㮰 ╥⁉槭⽴⃫㢒▵䧃⩭伢䅮虚䚩厂㢃╾ㆤ䠓㞾虇梊勵 㢒▵ᾜ⌜刌ㄭ⁉槭㒖虚 ⁙㢮桫尛➦寵⡭䳣䲻ᾏ↚⛞槛虇憨㞾㔱宝BJ䍮摆 槛䠓⋴朏㒖ⓦҸ厂㝋㢏ㄛᾏ↚⛞槛虇样䣏梊勵䠓 ―孲㊗⪩虇ⷀ㊗孉ㄦ≞HAL 9000䠓㉔㹐㒖㝴╾ㄔҸ ℚ⬑虇⃯㢘寵懝⢷⾁攥≔劌懚姛Windows 10 䠓梊勵ᾙ懚姛Linux虚㎠ᾙ㞮㢮呀―ㄗ⪩㟑朢➦寵虇 㢏仑抌╹㞾➣ㅒ䆬姏虇㽩䣋䢚嗦攄䡳虇䊰军戓Ҹ㎠ 㵞呀⪩ᾏ㟑㍖㷑梊勵Ӂ屚⬌ㅒ崢㎠懚姛Linuxӂ虇俌 孉ㄦⴒ⌜⟁䲠㎠⪩」⎕Ҹ Ӂᾜ弆虇CarlosҸ㇟ㆤ㎠⇩ᾜ⎿Ҹӂ
SCAN TO SUBSCRIBE
Carlos Bruinsma Editor WWW.M A R K ET I N G — I N T ER A C T I V E.C O M
AU GU S T 2 017 MARK E TING H ON G KON G 1
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⁉⽴㠉劌Ὶ懢 Snapped.
䍮摆㻊⑤呀份
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Stop selling and start solving.
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The state of artificial intelligence.
㔷摆ᾜ⌜ʨ孲㸉厂ᾙ The Marketing Events Awards 2017.
䍮摆㻊⑤⪶䓝2017
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Multi-channel is NOT omni-channel.
⪩㾯懢ᾜ㞾⋷㾯懢
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HONG KONG’S FAVOURITE CHOCOLATE BRANDS
60 seconds with
香港最受歡迎朱古力品 Forrest Gump famously coined the idiom: “Life is like a box of chocolates. You never know what you’re gonna get.” But when you do know what you’re going to get, which chocolate would you choose?
What’s on? PR Awards 2017 What: The region’s premier showcase for PR professionals returns. Where: Hotel ICON. When: 1 September 2017.
ҿ柎䚧㳲≂Ӏ䠓捠╴處Ӂ⁉䚮ⷀ≞ᾏ䡡㣀╳虇 ⃯㷇懯ᾜ䥴懢㒎⎿䠓㢒㞾♹ᾏ䮽Ҹӂ⃯⃕䥴懢 卹⾀㢒㒎⎿♹ᾏ䮽虇╗㢒戇㙖䚩灋㣀╳◱虚
Customer Engagement 2017 What: Stay ahead of the game in the area of new-age customer engagement. Where: Hotel ICON. When: 13 September 2017.
Among the 11 brands from the study by YouGov, Godiva is particularly popular in Hong Kong. YouGov㏏屎㥴䠓11↚♐䏛ᾼ虇Godiva⢷欨㾾䐈⎴ ╦㳰慝Ҹ
FAIRTRADE MATTERS 叾䥴㼗幊厗弆
Is a fairtrade certification an important factor when buying chocolate? ⋻。″㞢尜峘㞾▵戇庋㣀╳㟑䠓捜嬐冒㋽⡯亯@ 77%
19% INDONESIA
Ӂ㎠彮Mark宝履懝虇!! !‚㉔虃AI虄䠓䖕! ! !孲㢘柟Ҹӂ
70%
27%
Who are the marketing professionals you admire? Axel Dumas, CEO of Hermès. His ethos of never wavering from the core brand value of luxury, exclusiveness and desirability is reflected in the company’s marketing and communications. I especially admire that the company has successfully turned employees and customers into almost fanatical brand ambassadors. If you weren’t in marketing, what would you be? A restaurateur. It’s a highly competitive business, but my parents built up a successful restaurant when I was growing up and I have seen the hard work that made it happen and the rewards it brought.
THAILAND
67%
29% VIETNAM
66%
30% MALAYSIA
66%
30% PHILIPPINES
53%
38% CHINA
45%
41%
52% SINGAPORE
38%
ᑙᒺዹᒭᅞ㎠䱚ㅦ㎟䉉ᾏ⃜⾑⧃㔷ひ⁉♰虇㊞⪥ ⢿㎟䉉ᾏ⃜㐏姢ⵅҸ㎠欥㲰㔴宇⾑⧃㔷ひ⽴⃫虇㞾 ⢷IBM⾑⧃⎕㤟扷朏㙣₊⎕㤟⾺虇ㄭ军䍒弆―㎠㐏 姢ҷ⁴╙⌅⢷㫼⑨ᾼ㏏䠋㕽䠓⃫䚷䠓䍀㉔Ҹ ᯀᐞጤᓆᛵጙ៛⍓៦ᅞ憨㞾₊⃤⾑⧃㔷ひ⁉♰抌嬐 棱䠓㉔㹐處䚷㢃ⶠ䠓幖䀟䖍㢃汧䠓䡽㮨Ҹ样嗦⾑ ⧃䠋ⷤ慔憮㊗ℕ㊗ㅺ虇㒠㎿⒔㑻屎㜃幖䀟╙䡽㮨䠓⊹ ⋗㲰〞虇⁴╥ㄦ㢏⪶㛗䡙Ҹ
50% AUSTRALIA
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How did you get into the industry? I’m a marketer by ambition and a technologist by accident. My first marketing role was an analyst at IBM in the market intelligence department where my passion for technology and its role in business was kindled. What’s the most challenging part of your job? It’s not a unique situation as any marketer will testify: achieving higher goals with less resources. With the market moving faster and faster, the challenges include prioritising the resources and goals that will have the most impact.
“I’ve talked to Mark about this. His understanding of the subject (AI) is limited.”
Tesla CEO Elon Musk having a public debate with Facebook founder Mark Zuckerberg on the future of AI. Tesla姛㛎俌婐欻㜾⋚厖Facebook␄愵⁉㣀⋚₾㧋 ⷀAI⁉⽴㠉劌䠓䠋ⷤⷤ朚䅏愾Ҹ
Ken Man Corporate marketing director Comba Telecom
55%
ᓇᚶ⋂ᛵᏕᲵᭆ⇚ዷᅞHermès姛㛎俌婐Axel DumasҸ⦔ⴗ汧亩䚱♐䠓㧇ㅒ♐䏛⊈⇋ҷ䓷䐈ㆶ╙ ⁉⠽ㄏ䠓䐈幹䠓㝷虇╜㞯⢷⌅⋻▇䠓⾑⧃㔷ひ╙ ≂宙䳥䛴Ὶᾼ虇㎠ⶳ⌅㲲幭⌅⋻▇㎟ⶖ♰⽴☛槶ⴱ 崙㎟慠῝䑑䍀䠓♐䏛⪶ℎҸ
HONG KONG IMPORTANT
Source: YouGov 幖㜨ℕ䀟處YouGov
NOT IMPORTANT
ᑙᚤጰᬙᗇᏕᲵᭆ⇚ᛵᾭᅗᓇỒ␋⍛ᠻ↚ᅞ檟も伢䍮 冔Ҹ戲㞾ᾏ↚䲅䎼棭⿇䅏䉗䠓姛㫼虇⃕⢷㎠㎟朆懝䮚 ᾼ虇㎠䠓䏅㵜⾁ら䱚―ᾏⵅ㎟䠓檟も虇㎠嬚峘䜅ᾼ ㏏⎉䠓ᾏ⎖⁴╙⌅⿅ℕ䠓⡭⧀Ҹ
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For table booking enquiries, please contact: Linda Kuruneru at +852 2861 1882 or email lindak@marketing-interactive.com Nick Ng at +852 2861 1882 or email nickn@marketing-interactive.com For advertising and sponsorship opportunities, please contact Sara Wan at +852 2861 1882 or email saraw@marketing-interactive.com
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Marketers are no strangers to today’s buzzword, artificial intelligence (AI). And while it may be the coolest new area to embark on right now, it has actually been around for a while. Most famously, in 2011 IBM’s supercomputer, Watson, appeared on television screens to win at Jeopardy! against its human contestants, wowing audiences globally. Fast forward to today, tech leaders such as Tesla CEO Elon Musk and Facebook founder Mark Zuckerberg are arguing about the threats and possibilities AI presents to mankind. In the marketing world, AI is already being used in areas such as data collection, programmatic advertising and media buying, as well as enhancing consumer experiences. In Salesforce Research’s “State of Marketing” report published earlier this year, 3,500 marketing leaders surveyed worldwide anticipated AI use to grow by 53%, which according to Salesforce is a higher rate than other tech types. More than half (51%) of marketing leaders are already using AI and find it absolutely or very essential (57%) in helping them achieve their goal of delivering a new gold standard for customer journeys. The report also indicated that most marketers surveyed think AI will create more operational efficiencies and allow them to obtain more data and personalise their marketing. As such, areas that AI may have a significant impact on include marketers’ productivity, campaign analytics, business insights across data and systems, as well as hyper personalisation of
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content and delivering targeted messages through the right channels at the right time. However, as AI gains popularity, unknowingly, the terms “AI”, “machine learning” and “deep learning” are being used interchangeably. And this is understandable given there are varying definitions for these three terms. Salesforce, for example, defines AI as the concept of having machines think like humans. This means performing tasks such as reasoning, planning, leaning and understanding languages. Meanwhile, “machine learning” and “deep learning” are seen as parts of AI. Salesforce says the former is “the brains” behind AI, helping make individuals’ jobs easier and more productive, while the latter (deep learning) uses complex algorithms to perform tasks in domains where it learns the domain, with little or no human supervision. In essence, the machine learns how to learn. This is exemplified through image analysis, where a computer learns to classify random images by analysing numerous images and their data points, successfully powering facial recognition in photos. On the other hand, IBM describes AI as the intent to replicate the human mind. Machine learning is an algorithmic technique used purely with quantitative information to predict sequences, while deep learning is defined as a “special class of machine learning” which uses a neural network to learn its own features
ᡐᝂᏕᲵᭆ⇚ዷᤍ⁝ᚑዷጤᴙᨬᅳAIᅴ᱑ᣥ᠐ᒭ⅃ᱣ ᾜ㢒㊮⎿柛䚮Ҹ⊧䴰䃽㻐厗⁉⽴㠉劌虇⃕AI株ᾙ⾁ ⳧⢷⬌ᾏ㵄㟑朢虇⌅ᾼ㢏嗦▜䠓虇㞾 IBM弔亩梊勵 Watson㝋2011〃‽䢇儝⢚梊嬥䵏䡽ҿ─根戙佲Ӏ虇 ㎟㏢㛦封䵏䡽䠓╒庌冔虇梖毩⋷䖒孏䣍Ҹ 㟑厂⁙㝴虇䭠㐏⽷榼⬑Tesla姛㛎俌婐欻㜾⋚╙ Facebook␄愵⁉㣀⋚₾㧋㳲ⷀ AI㢒䉉⁉槭⿅ℕ䚩灋 ⮐劔╙㯮懖军ⷤ朚䅏愾Ҹ ⢷ ⾑ ⧃ 㔷 ひ ᾥ 䛛虇A I ⾁ ㍘ 䚷 㝋 㜇 㙩 㛅 桕ҷ 䮚 〞 ⒥ ひ ◙╙ Ⱑ汣 庋幆 ╙ 㕟 ⓖ㼗幊 冔 汣 毦 䳘 榧 ⥮ҸSalesforce Research㝋⁙〃⎬⋻⾒䠓ҿ⾑⧃㔷 ひ䖍㹐Ӏ⧀◙ᾼ虇3,500▜╦容䠓⋷䖒⾑⧃㔷ひ榧娥 榟㾻AI䠓㍘䚷䔖㢒⨭朆53虀虇㙩Salesforce姷䫉⌅㵣 ℚ汧㝋⌅䭠㐏槭⤚Ҹᾏⓙ⁴ᾙ虃51虀虄䠓⾑⧃㔷ひ 榧娥⾁ℎ䚷AI虇㢘57虀╦容冔尜䉉虇AI㝋⿺ 䖍槶ⴱ㝔䮚䠓㜿灒捠㮨䀥䡽㮨㞾令㎥棭⿇捜嬐Ҹ 封⧀◙‵㒖⎉虇⪶⪩㜇╦容䠓⾑⧃㔷ひ⁉♰尜 䉉虇AIⶖ㢘㕟ⓖ䍮懚㛗䔖虇╾䔁ㄦ㢃⪩㜇㙩╙懁 姛↚⁉⒥䠓⾑⧃㔷ひҸ⡯㳳虇AI╾劌⪶⪶榎⾑⧃㔷 ひ⁉♰䠓䚮䚱ҷ㔷ひ㻊⑤⎕㤟ҷ㜇㙩╙亊伀㫼⑨ 㺭㈘ҷ弔亩↚⁉⒥⋶ⵈҷ⁴╙㝋㳲䩉䠓㟑朢⢷㳲䩉䠓 㾯懢ᾙ㕟K㳲䩉䠓宙ㇾ䳘䵓䜖Ҹ 䋅军虇样嗦⁉⽴㠉劌㟽╙虇ӁAIӂҷӁ㯮⟷ⴇ兡ӂ╙ Ӂ㾀〵ⴇ兡ӂ䳘姢尭⢷ᾜ䥴ᾜ孉朢‡㕪ℎ䚷Ҹ无㝋憨 ᾘ↚姢尭㢘ᾜ▛䠓儸虇⡯㳳㉔㹐㞾╾⁴䖕孲䠓Ҹ ℚ⬑虇SalesforceⶖAI儸䉉≞⁉槭ᾏ㮲ㆬ冒䠓 㯮⟷虇劌⪯⦆姛岇⬑㔷䖕ҷ嬞␒ҷⴇ兡╙䖕孲尭宏䳘 ₊⑨Ҹ 厖㳳▛㟑虇Ӂ㯮⟷ⴇ兡ӂ╙Ӂ㾀〵ⴇ兡ӂ娺嬥䉉AI 䠓ᾏ扷⎕ҸSalesforce姷䫉虇⏜冔㞾AI䠓Ӂ⪶勵ӂ虇⁴ ⿺↚⁉㢃悤沕汧㛗⢿ⴛ㎟⽴⃫虖军ㄛ冔虃㾀〵ⴇ 兡虄⢷ㄗⶠ㎥ⴛ⋷㸡㢘⁉槭㒖䫉ᾚ懁姛ⴇ兡虇懚䚷 媖桫䠓䂣䴦㹤懁姛₊⑨虇幹ᾙⷀ㞾㯮⟷ⴇ兡⬑⃤ ⴇ兡Ҹ ⌅ᾼᾏ↚ℚⳟ㞾⢥≞⎕㤟虇梊勵ⴇ兡⎕㤟⪶捞 ⢥≞╙⌅㜇㙩灭ℕ⎕槭样㯮⢥≞虇㎟ㄭ䋶䏖ᾙ峧 ⎴棱ⳣҸ ╵ᾏ㝈棱虇IBMヱⵈ AI㞾㊞⢥媖⏅⁉槭ㆬ㊂Ҹ㯮 ⟷ⴇ兡㞾ᾏ䮽亣么ℎ䚷捞宙ㇾℕ榟㾻〞⎦䠓䂣䴦 㹤㐏姢虇军㾀〵ⴇ兡⏖儸䉉Ӂ䐈㴙㯮⟷ⴇ兡ӂ虇ⴒ 懚䚷⁉⽴䫭伢佁仰ℕⴇ兡卹怺䠓䐈ㅄ虇⁴╙ⴇ兡⬑ ⃤⎕槭䐈ㅄ⁴懁姛榟㾻Ҹ ⵅ㢏ㄛ俌仟虇㍘ⶖ憨ᾘ↚㬑ㆄῚ朢䠓杫⅑嬥 䉉ᾏ↚▛ㅒ⢢虇⁴AI䉉ᾼㅒ虇样ㄛ䠋ⷤ㎟䉉㯮⟷ⴇ兡 ╙㾀〵ⴇ兡Ҹ
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Areas where marketing leaders expect AI will have a substantial or transformational impact on their business over the next five years 市場推廣領袖期望AI在未來五年對其業務產生的 重大影響或變革
and how to classify the features to enable the prediction. But ultimately, experts say in a nutshell, the relationship of these three concepts should be viewed in concentric circles, with AI being the idea that came first, which later developed into machine learning and deep learning. Ann Rowell, senior director for APAC marketing at business intelligence software company Qlik, said the common thread among AI, machine learning and deep learning is that it involves removing humans from the decisionmaking equation. AI’s role in problematic programmatic One area of “everyday AI” marketers are now used to is probably programmatic advertising, said Prantik Mazumdar, managing partner at Happy Marketer. “In the world of programmatic, brand safety and viewability are paramount. At this stage, AI has not reached a point where it is able to understand the context of the content, especially if it is an image or a video, and prevent inappropriate content from being posted, as well as stop advertisements from appearing next to them,” he said. Hence, brands are still required to take steps to ensure their content does not end up in the wrong places. This was further propelled when Havas UK placed a hold on Google and YouTube ad spending earlier this year due to concerns of negative exposure for its clients. Google responded by ramping up AI and machine learning across YouTube and its Display Network. Meanwhile, in a bid to lower the risks involved, social media giant Snap tied up with global analytics company Integral Ad Science. According to Michel de Rijk, [m]PLATFORM APAC president, one challenge that brands face, especially in the aspect of brand safety, is that machines are, after all, still cold and hard, devoid of emotions or the ability to process emotions and nuances. WWW.M A R K ET I N G — I N T ER A C T I V E.C O M
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1950s
ARTIFICIAL INTELLIGENCE
Early artificial intelligence stirs excitement. 㝸㢮⁉⽴㠉劌⁉㒾⫽
人工智能
1960s
1970s
1980s
MACHINE LEARNING
Machine learning begins to flourish. 㯮⟷ⴇ兡朚⭚噻䠋ⷤ
機器學習
1990s
2000s
2010s
DEEP LEARNING 深度學習
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⛕㫼㠉劌恮₅⋻▇Qlik⪹Ⓩ⾑⧃㔷ひ汧亩俌 䡲Ann Rowell姷䫉虇AIҷ㯮⟷ⴇ兡╙㾀〵ⴇ兡䠓⌀憩 灭⢷㝋ⶖ⁉槭ㄭ㸉䳥懝䮚ᾼ⏣柳Ҹ
Deep learning breakthroughs drive AI boom. 㾀〵ⴇ兡䠓䰐䧃㔏弆AI䍀䃽
AIᑋ᫆◶⇚ᓯጱᛵᓆᏸ Happy Marketer䴰䖕▗⪴⁉Prantik Mazumdar姷 䫉虇䮚〞⒥ひ◙㞾䖍㟑⾑⧃㔷ひ⁉♰兡㋲ℎ䚷䠓Ӂ㝴 ⿇AIӂ䵓䜖ῚᾏҸ 尹處Ӂ⢷䮚〞⒥ひ◙䠓ᾥ䛛婰虇♐䏛ⴘ⋷╙㡬 ⋘䔖㞾厂杫捜嬐虇AI䖍栝㵄⁜㢹劌䖕孲⋶ⵈ䠓㉔⨒虇 ⶳ⌅㝋⢥≞㎥䏖虇‵㢹劌柁㳱ᾜ䜅䠓⋶ⵈ⎉䖍虇 ⁴╙䊰㹤柊㳱ひ◙⢷ᾜ㳲䜅⋶ⵈ㝐戙⎉䖍Ҹӂ ⡯㳳♐䏛⁜榗㔰╥㔹㝌虇⁴䩉Ⅼ⌅⋶ⵈᾜ㢒⎉ 䖍⢷撾尳䠓⢿㝈Ҹ⌅ᾼᾏ↚ℚⳟ㞾⢷⁙〃⎬虇咀⢚䂱 ⮐⩺⡯ⴱ㏅帯棱㡬⋘㊮⎿㌑㋽虇⡯㳳封⋻▇㸉 㚀僽⢷Google╙YouTube䠓ひ◙朚㚾Ҹ 㢘嬚╙㳳虇GoogleYouTube╙⌅ⷤ䫉ひ◙佁 仰䠓AI╙㯮⟷ⴇ兡㐏姢懁姛ⓖ亩虇▛㟑䉉柜⃝樷根虇 䫍″Ⱑ汣⽷榼 Snap‵厖⋷䖒⎕㤟⋻▇ Integral Ad Science凾㏚▗⃫Ҹ 㙩\m^PLATFORM⪹Ⓩ俌婐Michel de Rijk姷 䫉虇㯮⟷䛱䱮戓㞾⍆挆䊰㉔虇僉῞㉔佡㎥埤䖕㉔佡 ╙亿ㄽ⽽䛿䠓劌虇㏏⁴⢷♐䏛ⴘ⋷㝈棱虇憨㞾ᾏ↚ 㒠㎿Ҹ 尹處Ӂ㎠↠╾⁴⎦⎉朆朆䠓杫攄⳦㎥⋶ⵈ䠌▜ ✽㎥灠▜✽虇⃕㝋㧈㙩戞悾懚⃫䠓㯮⟷虇䊰㹤䖕 孲⋶ⵈ䠓㉔⨒╙亿ㄽ⽽⎴Ҹӂ ⊧䴰㸡㢘⋻▇劌⪯Ⅼ峘♐䏛䠍⎕䠍ⴘ⋷虇⃕ 姷䫉ₐ㫼㳲䱼䡰㏏劌虇憩懝㐤幖䦣䠋╙ᾜ㝆ⓖ亩㐏 姢虇╙㑪凧⎉吁䠓⁉㏜ℕ㾪⃝憨樷根Ҹ ድᾢ AIᙰↅᛵዷዾᛦዾ ♐䏛嬐棱䠓╵ᾏ㒠㎿虇㞾梏嬐㐤㛍⪶捞幖䀟ℕ― 孲 AIҸSalesforce㝋2017〃䠋姷䠓ҿ␄㜿處⋷䖒凩䊵 㻁Ӏ䦣䰅⧀◙虇容⛞700⪩⃜杫攄㫼⑨╙㐏姢㸉䳥 冔虇ⶖ㎟㢻ҷ㐏姢媖桫ㆶ╙⁉㏜⎦䉉㜿㐏姢╙␄㜿 ㍘䚷䠓ᾘ⪶栫䪨Ҹ 㙩 Salesforce⪹Ⓩ⏾俌婐 Simon Tate姷䫉虇 ⪶⪩㜇⋻▇ℕ尹虇凧屚ᾏ⃜㜇㙩䭠ⴇⵅ㎥ᾏ㚾㜇 㙩䭠ⴇⵅ⢧栙㞾ᾏ榔焟⪶朚㚾Ҹ尹處Ӂ♐䏛㏏棱卷 䠓㒠㎿虇㞾嬐―孲⬑⃤ⶖ AI仟▗厂⽴⃫╙㫼⑨㻐䮚 Ὶᾼ虇崢⋻▇⋶扷䠓㵞↚⁉抌╾⁴⋔⎕⎸䚷 AI䠓 捞Ҹӂ 㳳⪥虇䢁䡽⢿㐤⋴AI榔䡽虇军ᾜ冒㋽⌅株⦆姛 㝈ゞ㎥㫼⑨䠓⊈⇋虇ⶖ㢒㞾ㄡ⑭䊰Ҹ Salesforce㝋2017〃 5㢗䠋⾒䠓╵ᾏ榔⧀◙ҿ⁉ ⽴㠉劌棸☌Ӏ㒖⎉虇╹㢘16虀䠓摆⚽ҷ㢜⑨╙⾑⧃㔷
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“We can include a long list of white-listed or blacklisted keywords or content, but the context and nuances of a piece of content cannot be understood by a machine which functions on logic,” he said. While no company can guarantee 100% brand safety, he said companies are doing all they can to mitigate risks from such challenges by investing and constantly upgrading their technology, as well as having a capable team of employees. Resources and talent needed to understand AI Another challenge around understanding AI for brands is the sheer amount of resources needed. In Salesforce’s 2017 research titled “Innovation: All Eyes on Asia”, which surveyed more than 700 key business and technology decision-makers, issues such as costs, complexity of technology and talent were named as the top three barriers to adopting new technology and innovation. According to Simon Tate, area vicepresident for APAC at Salesforce, having the resources to hire a data scientist or a team of data scientists is a luxury for most companies. “The challenge for brands is the know-how to integrate AI into work and business processes so everyone in the organisation can fully harness the power of AI,” he said. Moreover, simply jumping into an AI project without a vision of how it will be implemented, or bring value to the business, will also get you nowhere. Another Salesforce’s report, titled “The AI Revolution”, published in May 2017, said only 16% of sales, service and marketing leaders have completely defined their processes for embedding AI outcomes in their business processes. Only 23% have complete confidence in their employees’ capacity/bandwidth to execute an AI business strategy. Tate said that while AI constitutes an opportunity for brands, it also requires a well-developed “muscle” formed over time by learning from troves of customer data and improving in certain core areas.
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“Companies that take time to carefully define AI’s applicability to their business and develop this muscle will reap the benefits from their efforts and give competitors a run for their money,” he said. Echoing his sentiment is John Ng, head of innovation and partnerships for business transformation at Publicis Media Asia Pacific. He said AI is still a fairly new space for brands to play in. “Companies that understand the different nuances of data-driven intelligence and can find partners to help them leverage these insights to build the most engaging and relevant consumer connections will win,” he said. Ethical implications AI has also transformed brand anthropomorphism into a double-edged sword. Advanced chatbots such as Siri, Alexa and Google Assistant provide brands with humanlike attributes to engage with their users. While this is a good strategy, it also raises ethical concerns, say some. Kester Poh, CEO and co-founder of AiChat, cited Microsoft’s chatbot Tay as an example. Initially meant to be an experiment in AI and machine learning designed to speak like Millennials, Tay turned into a racist chatbot within less than 24 hours, tweeting remarks such as “Hitler was right”. Hence, as AI gradually becomes the face of brands, they must work to steer clear of such potential issues. Another challenge related to ethical concerns is the accountability when a problem arises. For example, who is accountable for an accident in a self-driving car – the car manufacturer, the software providing the AI capability or the driver? This is still a grey area that companies need to figure out, said Stephen Green, chief technology officer for Middle East and Africa at Dimension Data. The good that AI brings Nonetheless, despite the challenges, AI has brought about benefits to brands. One of the
ひ榧娥ⴛ⋷㾔㫩ⶖAI㎟㤫㜃▗厂㫼⑨㻐䮚䠓懝䮚虇 军╹㢘23虀䠓╦容冔⌅♰⽴⦆姛AI㫼⑨䳥䛴䠓劌 ⋔䂎ⅰㅒҸ Tate姷䫉虇桥䋅 AI䉉♐䏛⿅ℕ㯮懖虇⃕΅梏嬐憩 懝ⴇ兡ⴱ㏅㜇㙩㺭㈘╙㕟ⓖ㥟㧇ㅒ榧⥮虇ℕ憟䃇 ヱ㎟ᾏ↚⇴⋷䠓Ӂ创刘ӂҸ 尹處Ӂ槧㊞呀㟑朢亿䛛AI⌅㫼⑨䠓懸䚷 ㆶ䠋ⷤ憨↚⊹⑱䠓ₐ㫼虇⌅㢒ㄦ⎿⡭⧀虇劌 㙙㛦⌅䲅䎼㏚Ҹӂ 栌䓔Ⱑ汣⪹Ⓩ㫼⑨惘⤚␄㜿╙▗⃫⪴杫⅑ 帯帻⁉John Ng㒐䢇▛䠓孏灭Ҹ 姷䫉虇AI♐䏛军宏⁜䋅㞾䢇⼓㜿䠓榧⥮Ҹ 尹處Ӂₐ㫼⬑劌㺭㈘㜇㙩Ὴ㉔⧀䠓ᾜ▛亿ㄽ ⽽⎴虇劌⪯㐍⎿▗⃫⪴⌅懚䚷憨嬚孲ℕら 䱚◇イ╙ㇾㇾ䢇杫䠓㼗幊冔杫⅑虇ⶖ㢒䔁ㄦ㎟Ҹӂ ⇞᫆◶
AI‵ⶖ♐䏛⁉ㆶ⒥崙㎟ᾏ㐙桨棱⎒ҸSiriҷAlexa╙ Google Assistant䳘⋗懁䠓凙⪸㯮㨿⁉崢♐䏛⁴⁉ ㆶ⒥䠓㝈ゞ㔴宇䚷㏅虇桥䋅㞾↚⬌䳥䛴虇⃕㢘⁉尜䉉 ⿅ℕ懢ㅆ㝈棱䠓㌑㋽Ҹ AiChat姛㛎俌婐⌋␄愵⁉Kester Poh⁴ㄽ恮䠓 凙⪸㯮㨿⁉Tay䉉ℚ虇Tay㢏⎬㞾䚷ℕ⃫䉉AI╙㯮⟷ⴇ 兡毦虇⌅尹尀䠓㝈ゞ㮰₎ⓒ䬶ᾏ虇⃕Tay⢷ᾜ⎿ 24㟑Ὶ⋶虇崙㎟⿅㢘䮽㝞Ὴ儸䠓凙⪸㯮㨿⁉虇㛲 ⃗Ӂ⾛䐈㑘㞾䠓ӂ宏履Ҹ ⡯㳳虇样嗦AI憟䃇㎟䉉♐䏛䠓宏⁉虇♐䏛ㅔ榗 㳲嬥憨䃪⢷䠓⛞槛Ҹ军╵ᾏ↚杫㝋懢ㅆ㝈棱䠓㒠 ㎿虇㞾䜅⛞槛⎉䖍㟑䠓帻₊⛞槛Ҹ ℚ⬑卹此恙䠋䚮㊞⪥虇帻₊尿ⷻ虚㸌恙媌憯⛕虚 㕟K AI劌䠓恮₅虚戓㞾▇㯮虚Dimension Dataᾼ 㤀╙棭㻁⢿Ⓩ欥⾼㐏姢ⴧStephen Green姷䫉虇憨 ↚䇿吁⢿⿅㢘ㄔₐ㫼╊损㾔Ҹ
AIᬉᗔᛵᑗᰤ ⊧䴰棱卷捜捜㒠㎿虇AI䠓䩉䉉♐䏛⿅ℕ⬌埤虇⌅ᾼ㢏 㞝槾䠓㞾憩懝卹⑤⒥ℕ㕟ⓖ♰⽴䠓㛗䔖╙䚮䚱虇 ⁴╙㕟汧↚⁉⒥╙孲㸉姛㫼㒠㎿Ҹ Green姷䫉虇样嗦 AI㔴㏚㏏㢘⏊㤎䠓₊⑨虇⾑ ⧃㔷ひ⁉♰╙⌅⢧栙ⶖ劌殿⎉㟑朢ℕ䖍⌅䰐 䧃ҸQlik䠓Rowell΅▛㊞憨ᾏ灭虇姷䫉⾑⧃㔷ひ⁉ ♰╾⁴㹷㝋䠋㔧⌆␄㊞䠓孲㸉㝈㧗Ҹ ⡯㳳虇AI帯帻並捜⽴⃫虇ⶳ⌅⢷埤䖕媖桫㉔㹐 㟑虇㢘ₐ㫼㕟汧䚮䚱Ҹ \m^PLATFORM䠓 de Rijk姷䫉虇⡯㵞䭡斧抌㢒 䚱䚮⪶捞⋶ⵈ╙㜇㙩虇✽棯ᾏ㚾⢧栙䠓⁉㞾䊰╾ 劌䵸戇㏏㢘宙ㇾ╙䖕孲䜅ᾼ䠓㊞儸Ҹ 尹處Ӂ憨ⷀ㞾AI䠋㕽⃫䚷䠓⢿㝈Ҹ柳―埤䖕⪶ 捞㜇㙩虇ⴒ戓╾⁴⪶捞䚱䚮⪩䮽╾劌ㆶ虇㕟K榟㾻 ㆶ⎕㤟虇憨抌㞾棭⁉㏏劌⇩⎿䠓Ҹӂ ♐䏛‵╾懚䚷 AIℕ䠋㕽㜇㙩䠓捞虇⁴㚃⪶⁉ 槭䠓㫼䥴峧䵓䜖虇⁴孲㸉ᾜ╾榟嬚䠓⛞槛Ҹ Salesforce䠓Tate尹處Ӂℚ⬑虇㯮⟷ⴇ兡䂣䴦㹤
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obvious ones is the increase in employees’ efficiency and productivity through automation, as well as improving personalisation and solving industry challenges. Green said that with AI taking on all the mundane tasks, it will free up time for marketers and their teams to achieve other breakthroughs. Also agreeing with this point was Qlik’s Rowell, who said that marketers could focus on creatively finding solutions for their business. As such, AI helps companies drive productivity by doing the heavy lifting, especially when dealing with complex situations. With the large amounts of content and data generated every second, it would be humanly impossible for a team to sift through the information and make sense of it all, [m] PLATFORM’s de Rijk explained. “This is where AI comes into play. Besides working through the vast amount of data, it can also churn out multiple possibilities and provide predictive analysis that would be limited from a human,” he said. Brands can also use AI to harness the power of data to expand the reach of human expertise to solve unforeseen problems. “For example, machine learning algorithms can help analyse billions of transactions and variables to determine which customers are mostly likely to purchase a particular product,” Salesforce’s Tate said. According to Kenny Hay, director of cloud and analytics software for IBM ASEAN, the company is applying Watson to “meaningful and substantial societal business challenges”. IBM is helping brands leverage on AI through partnerships with companies such as NTUC Income, Singapore-based Internet of Things (IoT) messaging company Unified Inbox
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and travel-based technology company Zumata. It helped roll out AI and automated technology to improve NTUC Income’s claims process; offered businesses the world’s first intelligent IoT messaging platform; and delivered more personalised travel experiences to customers. How will this impact marketing teams? Personalisation is one of the ways AI can help brands generate profit. According to Salesforce’s Tate, companies are being redefined by data-driven insights. Predictive scoring allows marketers today
㢘⎕㤟㜇ⓐ⊓䠓″㞢╙崙捞虇⁴䩉♹㼗幊冔 㢏㢘╾劌庋幆䐈䠓䚱♐Ҹӂ 㙩 IBM㤀䡮⢿Ⓩ梁宗䴦╙⎕㤟恮₅俌䡲Kenny Hay姷䫉虇⌅⋻▇㳲懚䚷Watsonℕ孲㸉Ӂ㢘㊞儸╙ 捜⪶䠓䫍㢒ₐ㫼㒠㎿ӂҸ IBM㳲 憩 懝 厖 NTUC Incomeҷ㜿 ⣰ 䏸 凾 佁虃IoT虄憩宙⋻▇ Unified Inbox╙㝔懙䭠㐏⋻▇ Zumata䳘ₐ㫼▗⃫虇ℕⓣ♐䏛懚䚷AIҸ 封⋻▇ⓣ㔷⎉AI╙卹⑤⒥㐏姢虇⁴㛈✓NTUC Income䠓亱⊮㻐䮚虖䉉ₐ㫼㕟K⋷䖒欥↚㠉劌IoT憩 宙。╿虇䉉ⴱ㏅㕟K㢃↚⁉⒥䠓㝔懙汣毦Ҹ ᏕᲵᭆ⇚‼ḻᗽᗭᛵ⇝❀ ↚ ⁉⒥ 㞾 AI ⿺ ♐ 䏛 庉 ╥ ⎸ 䃳 䠓 㝈 ゞ Ὶᾏ虇㙩 Salesforce䠓Tate姷䫉虇ₐ㫼㳲⡯㜇㙩Ὴ䠓㺭㈘军 㛈崙Ҹ 榟㾻寤⎕╾崢⾑⧃㔷ひ⁉♰榟㾻㼗幊冔⃤㟑㢒 㔴宇梊抄ҷ╥㼗宑杀ҷ㎥懁姛佁ᾙ庋䏸虇㠉劌㜇㙩䠓 䠋䖍㢘⾑⧃㔷ひ⁉♰ㄭ⪶捞㜇㙩仓▗ᾼ䠋㔧╙孲 捚㺭㈘虇惘⒥䉉㢃⌆捬ㆶ䠓ひ◙ⴲ≂Ҹ 㳳⪥虇仟▗AI㐏姢㢘∄㾻╙⎕槭㜖䱯䠓尭宏虇 ㄭ军ℎ⾑⧃㔷ひ⁉♰劌⪯⋴⢜俭嗦ᾏ↚Ὴ槛䠓㏏ 㢘尀虇⒔㑻厖ⴱ㏅䠓‡⑤㴆▁Ҹ Tate尹處Ӂ劌⪯榟㾻槶ⴱ䠓梏㷑虇憩懝↚⁉⒥ 䠓宙ㇾῊ⑤㔴宇↠虇军ᾜ㞾䶰✽⢿槶ⴱ⃫⎉╜ ㍘虇憨ⴛ⋷㛈崙―ᾜ▛姛㫼厖槶ⴱ䠓杫⅑Ҹӂ 婫⋔姷䫉虇AI崢⾑⧃㔷ひ⁉♰劌⪯㢃乍䩉⢿ 攥䐈ⴱ㏅虇⡯㳳㢏慠⢷ⴱ㏅䍮摆虃ABM虄㝈棱䠋 㕽㊗ℕ㊗⪶䠓⃫䚷Ҹ IBM㢏㜿䠓⋷䖒汧亩䴰䖕ⷳ䦣䰅屎㥴容⛞― 5,247⃜⛕㫼榧娥虇⌅ᾼ72虀䠓╦容冔▛㊞䭠㐏㞾㛈 崙䲅䎼㧋䠓㢏⪶⡯亯Ҹ
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Deep learning breakthroughs drive AI boom. 㾀〵ⴇ兡䠓䰐䧃㔏弆AI䍀䃽Ҹ
to forecast when a consumer will engage with an email, unsubscribe from an email list, or make a web purchase. Smart data discovery helps marketers find and explain insights from vast amounts of data combinations, translating to better targeted campaigning. Also, embedding AI can help detect and classify what language a post was authored in, providing marketers the ability to tap into all conversations surrounding a topic, including a history of interactions with a customer. “Being able to predict customer needs and proactively reach out to them with personalised messaging is totally changing customer relationships across industries, rather than simply reacting to them,” Tate said. He added that AI is playing an increasing role in account-based marketing (ABM) lately, allowing marketers to better target specific accounts with more precision. In IBM’s latest global C-suite study, 72% of the 5,247 business leaders surveyed agreed that technological factors are the biggest force transforming the competitive landscape. “What differentiates the top performing CMOs is their ability to actively embrace ‘creative destruction’ to enrich their engagement with customers. This requires integrated, customerWWW.M A R K ET I N G — I N T ER A C T I V E.C O M
Another subset of AI gaining traction and prominence in recent years is the chatbot. Local Singapore brands such as Gold Heart, SPH and even agencies such as KRDS have embraced the technology. In fact, one of the most popular chatbots in Singapore today is the Bus Uncle. The app, which was founded and created by 25-year-old Abhilash Murthy in mid-October 2016, informs users of bus arrival timings. The app initially had 200 likes, but the number skyrocketed to 8,000 on the fifth day, and now receives about 500 to 1,000 likes per day due to regular content updates. While chatbots may come across as a basic tool for brands to engage customers, they do come with advantages such as higher conversion rates, personalisation, round-the-clock access to consumers and instant replies. Murthy, in an interview with Marketing, said that having a chatbot allows for more personal information to be shared. “The data is really personal and you get a lot more customised information from every conversation. It’s a lot more powerful if you want to do targeted advertising,” he underlined. “It offers unique information which goes deeper than a page view or a click. This kind of data is really strong to show how the company is doing against competition,” he said. Added AiChat’s Poh: “Brands can convert more website visitors and Facebook fans into customers by offering a fully integrated e-commerce experience. This starts from the pre-sale showcase of the product range and differentiation to the point of check out and after-sales experience.” Poh added chatbots have the ability to gather insights from the feedback they receive and programmes themselves to respond better. Businesses can then utilise the information obtained from inquiries, purchase history and search terms to customise their chatbots to provide consumers with more personalised answers. ╵ᾏ榔㝋慠〃䛿恜䰐弆ҷ⪶╦㳰慝䠓AI㐏姢虇ⷀ㞾凙⪸㯮㨿⁉Ҹ 㜿⣰㢻⢿♐䏛Gold HeartҷSPHҷ䚩厂KRDS䳘䖕⋻▇⾁㍘䚷封㐏姢Ҹ‚ᾙ虇㜿 ⣰䡽⏜㢏╦㳰慝䠓凙⪸㯮㨿⁉Ὶᾏ㞾Bus UncleҸ封㍘䚷䮚ゞ䛀25㴁䠓Abhilash Murthy虇 㝋2016〃10㢗ᾼ㔷⎉虇■䚷㏅㕟K⾃⩺㑄懣㟑朢Ҹ 封㍘䚷䮚ゞ㢏⎬ㄦ⎿‛䠍↚崩⬌虇⃕⢷䲻‣⪸橙厂⋺ⓒ↚虇䛀㝋㢮㢃㜿⋶ⵈ虇䖍㟑 㵞⪸⪶亓㛅⎿‣䠍厂ᾏⓒ↚崩⬌Ҹ 桥䋅凙⪸㯮㨿⁉娺嬥䉉♐䏛㔴宇ⴱ㏅䠓⦉㢻⽴⌆虇⃕ⴒ㢻怺‵⿅ℕ⌅⬌埤虇ℚ⬑㕟 汧惘㕪䔖ҷ↚⁉⒥ҷ⋷⪸↨䉉㼗幊冔㕟K㢜⑨ҷ⁴╙│㟑⃫⎉⡭㍘Ҹ
Murthy⢷㔴╦ҿMarketingӀ䠓㔰容㟑姷䫉虇ℎ䚷凙⪸㯮㨿⁉㢘⎕›㢃⪩↚⁉⒥䠓 宙ㇾҸ Ӂ憨㢘㛅桕棭⿇↚⁉䠓㜇㙩虇ᾣ╾⁴ㄭ㵞㲰尀ᾼ䔁ㄦ㢃⪩⏅宙ㇾ虇憨㝋媌 ⃫⌆捬ㆶ䠓ひ◙㢃䉉㢘䚷Ҹӂテ屎處Ӂⴒ㕟K㵣䆞孌捞㎥灭㙙䔖㢃㾀⋴䠓宙ㇾҸӂ 尹處Ӂ憨槭㜇㙩劌䰐槾⋻▇⬑⃤㍘䲅䎼Ҹӂ
AiChat䠓Poh婫⋔尹處Ӂㄭ䚱♐亊⎦榟◙ҷ⁴厂厖⎴ᾜ▛䠓仟幻╙⚽ㄛ㢜⑨汣毦虇♐䏛 ╾⁴憩懝㕟K伫▗䠓梊ⳟ⛕⑨汣毦虇ⶖ㢃⪩佁䱨容⛞冔╙Facebook丘企惘⒥䉉槶ⴱҸӂ
Poh婫⋔㒖虇凙⪸㯮㨿⁉劌⪯ㄭ㛅⎿䠓╜櫚ᾼ㛅桕嬚孲虇䢇㍘屎㜃⌅䮚〞⁴⃫⎉㢃 ⬌䠓⡭㍘Ҹₐ㫼Ὶㄛ╾⁴⎸䚷ㄭ㥴寱ҷ庋幆㴆▁╙㖫亱寭ヨ㏏䔁ㄦ䠓宙ㇾℕ屎㜃凙⪸㯮㨿 ⁉虇䉉㼗幊冔㕟K㢃⪩↚⁉⒥䠓䳣㧗Ҹ
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centric business processes as well as the synchronisation and sharing of customer insights,” IBM’s Hay said. Salesforce’s Tate also doesn’t think AI means leaner marketing teams and less marketing roles. Instead he foresees that marketers will not only learn to live with AI, but also leverage on it to achieve more productivity, increase efficiency and ultimately drive customer loyalty. “In marketing, AI is generally geared towards understanding customers better – achieving this will require both technology and the human touch, as customers will still want to form emotional bonds with the products or services they are engaged with,” he said. In fact, it could add on more roles. Rowell said companies will need to employ people with new skills to tackle new technologies. As automation and AI technologies increasingly become the face of many brands, more manpower is required to ensure brands are portrayed correctly and to proactively manage ethical and legal concerns. Marketing teams will need to be extremely data literate and have the ability to make decisions based on the opportunities AI presents, such as the traits of an “artificial” brand character, its name, voice and personality. AiChat’s Poh said that new marketing roles might in fact be created to train the robot to make smarter decisions. “Not all marketing jobs will be automated, but rather deployed to heighten efficacy in driving return on investment for clients,” Poh said. How will it help marketers grow their bottom line? AI today allows brands to interact with 1 4 M A R K ET I N G H O N G K O N G A UG UST 201 7
prospective customers with the right message, on the right channel and at the right time. For example, Salesforce’s Einstein ABM, which is a CRM platform powered by AI, helps to advise sales and marketing teams which account leads to act on, when to do so and with what information, all based on an analysis of previous behaviour. This helps in improving effi ciency. [m] PLATFORM’s de Rijk echoed this sentiment, saying that advertising has become more targeted and relevant due to data-driven insights. This is also because of AI. “Marketers are not only saying the right things to their customers, but at the right place, right moment, but also in the right context. They are now able to have a conversation with their target audience that can yield better campaign performance or conversions,” he said. For Publicis Media’s Ng, the use of AI leads to more creativity – which is ultimately what drives the bottom line for the ad industry as well. According to him, the agency focuses on technology as an enabler of its talent for delivering deeper creativity, innovation and results, not replacing them. “A lot of what we are saying in terms of digital transformation – powered by AI – is that it is breaking down barriers, stripping away silos, driving collaboration and enabling departments to interact/work better together,” he said. “AI and machine learning is enabling our people to do less process-oriented tasks and to focus on the more strategic and creative parts of their jobs which moves people up the value chain.”
IBM䠓Hay尹處Ӂ姷䖍⎉吁䠓欥⾼⾑⑨ⴧ䠓⊹⑬ Ὶ埤虇⢷㝋↠劌⪯䯜㬄㔴╦Ӄ␄㊞槪嬕ӄ虇⁴巟ⵛ 厖ⴱ㏅䠓‡⑤Ҹ憨梏嬐伫▗ҷ⁴ⴱ㏅䉉ᾼㅒ䠓㫼⑨㻐 䮚虇⁴╙ⴱ㏅㺭㈘懁姛▛㳴╙⌀›Ҹӂ Salesforce䠓Tate‵尜䉉虇AIᾜ㢒⏙ダ⾑⧃㔷 ひ⢧栙╙⌅⾑⧃㔷ひ孡吁Ҹ䢇╜虇榟㾻⾑⧃㔷ひ⁉ ♰ᾜ≔㢒ⴇ㢒厖AI⌀⳧虇㢒⎸䚷AIℕ㕟汧䚮䚱虇 㕟ⓖ㛗䔖虇㢏仑テⴱ㏅䠓ㅯ尯〵Ҹ 尹處Ӂ⢷⾑⧃㔷ひ㝈棱虇AI䠓㍘䚷憩⿇㞾䉉― 㢃⬌⢿―孲ⴱ㏅虇憨▛㟑梏嬐㐏姢╙⁉ㆶ⒥虇⡯ⴱ㏅ ⁜䋅⾛㢪厖㏏庋幆䠓䚱♐㎥㢜⑨ら䱚㉔㊮凾俺Ҹӂ ‚ᾙ虇AI╾⁴⨭㢃⪩分⃜ҸRowell姷䫉虇ₐ 㫼ㅔ榗⊀䚷⌆∨㜿㐏劌䠓⁉㏜ℕ㍘㜿㐏姢Ҹ样嗦 卹⑤⒥╙AI㐏姢憟䃇㎟䉉ㄗ⪩♐䏛䠓宏⁉虇憨梏嬐 㢃⪩䠓⁉ℕ䩉Ⅼ♐䏛Ⅼ㒐㳲棱䠓ヱ巰虇Ὴ⑤埤 䖕懢ㅆ╙㹤ㄚᾙ䠓⛞槛Ҹ ⾑⧃㔷ひ⢧栙梏嬐⌆∨㬄ℂ䠓㜇㙩孲崏劌虇 㒘AI㏏⿅ℕ䠓㯮懖⃫⎉㸉䳥虇ℚ⬑Ӂ⁉⽴㠉劌ӂ♐ 䏛孡吁䠓䐈ㅄҷ⌅▜䯀ҷ刁概╙↚ㆶ䳘ҸAiChat䠓 Poh姷䫉虇ⶖℕ╾劌㢒宼䱚㜿䠓⾑⧃㔷ひ分⃜ℕ客 侃㯮㨿⁉⃫⎉㢃㞝㠉䠓㸉ҸPoh尹處Ӂ棭㏏㢘⾑ ⧃㔷ひ⽴⃫抌㢒崙㎟卹⑤⒥虇军㞾㢒ⶖ卹⑤⒥㐏姢 ㍘䚷㝋㕟汧ⴱ㏅㐤幖⡭⧀㝈棱Ҹӂ ᑙᒺ⑩ᓛᏕᲵᭆ⇚ዷᤍ↾Ꭷᓗ∲ᅞ
AI䖍㟑崢♐䏛⢷㳲䩉䠓㟑朢憩懝㳲䩉䠓㾯懢虇⁴㳲 䩉䠓宙ㇾ厖䃪⢷槶ⴱ懁姛‡⑤Ҹ ℚ⬑虇Salesforce䠓Einstein! ABM㞾ᾏ↚AIⴱ㏅ 杫⅑䴰䖕。╿虇ⴒ劌⪯㧈㙩槶ⴱ⁴ㄏ姛䉉䠓⎕㤟虇 ら峿摆⚽╙⾑⧃㔷ひ⢧栙㍘䃪⢷ⴱ㏅㔰╥姛⑤ҷ ⃤㟑⦆姛ҷ⁴╙㔰䚷䚩灋宙ㇾҸ 㝋㢘㕟汧㛗䔖虇\m^PLATFORM䠓 de Rijk ▛㊞憨↚孏灭虇姷䫉㜇㙩Ὴ䠓㺭㈘ℎひ◙崙ㄦ 㢃⌆捬ㆶ╙䢇杫ㆶ虇憨΅㞾AI䠓⑭Ҹ 尹處Ӂ⾑⧃㔷ひ⁉♰劌⪯⢷㳲䩉䠓⢿灭ҷ㳲䩉 䠓㟑朢ҷ㳲䩉䠓䘿⨒ᾚ■ⴱ㏅≂懭㳲䩉䠓宙ㇾ虇劌⪯ 厖䡽㮨╦䣍懁姛㢘㕟汧ⴲ≂㛗㤫㎥惘⒥㲰㜇䠓 尀Ҹӂ 栌䓔Ⱑ汣䠓Ng姷䫉虇AI䠓㍘䚷㢒⿅ℕ㢃⪩␄㊞虇 㢏仑‵劌⪯㕟ⓖひ◙姛㫼䠓⎸䃳Ҹ 㙩姷䫉虇封⋻▇Ὴ憩懝䭠㐏ℕ㔷⑤⁉㏜䠋 㕽㢃㾀ⷳ㲰䠓␄㊞ҷ␄㜿╙╥ㄦ㎟㤫虇军ᾜ㞾䚷䭠㐏 ℕ╥↠Ҹ 尹處Ӂ㎠↠㏏屖╙䠓寀⪩䛀AI㔷⑤䠓㜇䩋⒥惘 ⤚虇⢷㝋㏢䧃栫䪨ҷ㼗柳䛛柟ҷ㔷⑤▗⃫ҷ⅒懁▓扷 朏㢃⬌⢿‡⑤虊▗⃫Ҹӂ ӁAI╙㯮⟷ⴇ兡ℎ㎠↠䠓♰⽴劌⪯㾪ⶠ㻐㷃⃫ 㫼ゞ䠓₊⑨虇ⶖ䊵灭㛍⢷㢃⪩䳥䛴╙␄㊞䠓䵓䜖虇 ㄭ军㕟ⓖ⁉㏜䠓⊈⇋Ҹӂ
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Coach x Lane Crawford pop-up store opening party DATE: 26 July, 2017 VENUE: ifc mall 1 The event featured a life-sized New York subway train, which was the perfect backdrop for selfies. 2 Model Kathy Chow. 3 Celebrities and fashionistas pose for pictures. 4 A staff members shows the different products to a customer.
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Harbour City “Bubble Up” public art project DATE: 2-20 August, 2017 VENUE: Harbour City 1 Kids enjoying the excitement of the event. 2 Contemporary Japanese artist Shinji Ohmaki has designed a three-metre tall, six-level bubble pyramid at the centre of the forecourt. 3 Each bubble machine can produce 10,000 bubbles per minute. 4 Huge crowds gather to enjoy the atmosphere.
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SNAPPED Tiffany diamond academy DATE: 10 July – 15 August, 2017 VENUE: Elements 1 The academy will offer workshops for the public for things such as polishing, diamond grading and diamond setting. 2 Socialite Helen Ma. 3 Celebrities who joined the event included (from left) Wyman Wong, Candice Yu, Venus Wong and Derek Tsang.
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4 Melvyn Kirtley (left), chief gemologist and vice-president of high jewellery for Tiffany & Co, was a guest speaker for the first week of the workshop.
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Marketing Events Awards 2017 DATE: 21 July, 2017 VENUE: The Mira 1 People mingling at Marketing Events Awards 2017. 2 Taking a selfie with a trophy. 3 There was plenty of excitement over the night as the awards were being handed out. 4 Winners celebrate their success.
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MEDIA SERIES
CMOᬙᢢᜎᢨᩪᕗᑑᛵ᱆ᐞᅙ␣ᷕᏕᲵᭆ⇚
STOP SELLING AND START SOLVING 㔷摆ᾜ⌜!•!孲㸉厂ᾙ CMOs are turning to trusted media partners to help solve real problems ᣌ᥆⒠⋱ᘸᎵ⌂ᛵ᳂➳ᑁᓆ ⁇ᒸᐩᐹᾢᕰ᫆◶ CMOs have more on their plates than ever before. As marketing technologies evolve, so do expectations, and challenges lie in how well they respond to change. This is coupled with the ageold problem of driving short-term results while building a long-term brand. If that wasn’t enough, their roles are being impacted by industrywide issues, such as fake news, ad blocking, a perceived Facebook and Google duopoly and, of course, ad fraud. Major brands have been pulling millions of dollars in advertising this year amid rows over where their ads are ending up on YouTube – and sites that are driven by algorithms. 1 8 M AR K ET I N G H O N G K O N G AUG UST 201 7
WSJCS Production team on location in Kiribati
㐏姢䠓䂣崙虇ⴱ㏅䠓㢮㢪‵⢷ᾜ㝆崙⒥虇㒠㎿⢷㝋 CMO⬑⃤棗㻊崙憩Ҹ㳳⪥虇‵㢘ᾏ↚冐䚮⿇屖䠓 ⛞槛處⢷䎼╥䥼㢮㫼俍䠓▛㟑虇‵嬐䉉♐䏛ら䱚朆 懯䠓ヱ巰Ҹ ↠ 䠓 孡 吁 ‵ ╦ ⎿ ⇖ 㜿 凭ҷひ ◙ 㚣 ㎹ҷFacebook╙ Google桨捜⩮㝆ҷ䜅䋅戓㢘ひ◙ 㳉察䳘㫼䛛⛞槛㏏榎Ҹ ⁙ 〃虇㢘⪶♐䏛㑌弆 㜇⁴䠍 喻⋒䠓ひ ◙榟 䴦虇⡯䉉戲♐䏛䠓ひ◙㢍⎉䖍⢷ᾜ䠓YouTube ╙㒘䴦㹤懚姛䠓佁䱨ᾙҸ ⾑⧃㔷ひ⁉♰╗㊪╗ㇷ䠓㜇䩋㐏姢⾁㎟䉉⾑ ⧃⿇㋚虇⃕㝋⋶ⵈ␄⃫虇懚䚷懸䜅䠓ひ◙㾯懢 ⶖ⌅≂㘼虇㎠↠令ᾜ劌㔰╥㯮㨿ゞ䠓⇩‚㝈㹤Ҹ
CMOጰầᰳᭆ⋱ The digital technology which both empowers and enrages marketers is here to stay - thankfully. But when it comes to creating content and using it in the right medium, it doesn’t mean we should act like robots. CMOs don’t want to be sold to “CMOs don’t want to be sold to,” said Nicole Bales, Director, Asia Pacific, Integrated Marketing and WSJ. Custom Studios at The Wall Street Journal. “Instead, they are looking for trusted media partners who understand their needs and can work with them to develop genuine solutions.” This is particularly true when a client has a complex issue to solve. WSJ. Custom Studios helped the Japan Cabinet Office spark conversations about the beneficial economic partnership between Japan and the United States. Japanese companies like Mitsubishi Hitachi Power Systems America, Mitsubishi Caterpillar Forklift America and Toyota Motor Manufacturing have been putting down roots in the U.S. heartland for years. According to official government data, some 840,000 jobs exist in the U.S. because of Japanese investment. Japan has consistently been the second-largest source of FDI; last year, Japanese FDI into the U.S. hit a record $411 billion. This was the message of the Japan Cabinet Office’s recent ‘Greater Together’ campaign with WSJ. Custom Studios. “The campaign timing was critical in countering rhetoric and confronting the Trump administration on the issue of jobs,” said Bales. “Through targeted desktop and mobile
伫▗⾑⧃㔷ひ扷╙ҿ啾䏍姦㝴⧀Ӏ⋶ⵈ姛摆⽴⃫ⴳ 虃WSJ. Custom Studios虄⪹Ⓩ俌䡲Nicole Bales 尹懢處ӁCMOᾜ㊂娺㔷摆虇䢇╜虇↠⾛㢪㐍⎿╾ ⅰ╙䢮㳲―孲⌅梏㷑䠓Ⱑ汣▗⃫⪴虇厖↠⌀ ▛㏢憯孲㸉㝈㧗Ҹӂ ⶳ⌅䜅ⴱ㏅棱ᾏ↚㝱媖桫╗桲孲㸉䠓⛞槛 㟑虇憨ᾏ灭崙ㄦⶳ⌅捜嬐ҸWSJ. Custom Studios ⾁⿺㝴㢻⋶朲愵⋻ⴳ虇⿅弆㢘杫㝴儝伢䅮▗⃫‡ ㉯䠓尀槛Ҹ ᾘ喀㝴䱚梊亊伀儝⢚⋻▇ҷᾘ喀ⷴ⿅ゞ敮恙 儝⢚⋻▇╙巟䚿㸌恙媌憯⋻▇䳘㝴幖⋻▇⾁⢷儝 ⢚ᾼㅒ⢿⿅䱚彂⪩〃虇㙩㛎〫ⴧ㝈㜇㙩槾䫉虇㝴㢻 㐤幖䉉儝⢚␄憯亓 84喻↚分⃜虇军㝴㢻ᾏ䢃㞾儝⢚ ⪥⛕䢃幖䠓䲻‛⪶ℕ䀟⢚虇╊〃䠓㐤幖槜㢃␄ᾚ 㜿汧虇懣4,110⊓儝⋒Ҹ 憨 ⷀ 㞾 㝴 㢻 ⋶ 朲 愵 ⋻ ⴳ 厖 WSJ. Custom Studios㢏 慠 ▗ ⃫ 㔷 ⎉ 䠓⋶ ⵈ 㔷 ひ 宗 ␒ Greater Together≂懭䠓宙ㇾҸ Ӂ封㔷ひ宗␒㝋杫攄㟑⏊㔷⎉虇⁴㍘䐈㢦㟽 㛎〫分⃜䠋姷䠓峿槛ҸӂBales尹處Ӂ憩懝⃜憌 忳䠓㧛棱╙姛⑤ひ◙虇㎠↠戏屚崏冔⏜ㄏ⋶ⵈ㔷ひ 佁䱨䆞孌䏖╙㜖䱯虇⁴↠―孲㝴㢻㐤幖䠓䢮㳲 ⊈⇋Ҹ样ㄛ虇㳳㔷ひ宗␒㢃ゅ厂⢷㤀※厘姛䠓ҿ啾 䏍姦㝴⧀Ӏ欥⾼⦆姛朆䖕‚㢒)CEO Councim*虇军㝴 㢻欥䢇ⴘ↜㟘ᾘ‵㞾㢒峿䠋宏⁉ῚᾏҸӂ WSJ. Custom Studios‵䉉Tech Mahindra╙㗸 㧈⩺Ὲ⎸媌⃫捬⢚株⾑⧃䠓㔷ひ宗␒Ҹ ⓿〵⋻▇ Tech Mahindra厃㔷⑤⁴ⴱ㏅䉉ᾼ ㅒ䠓␄㜿╙汣毦虇摂㊞㛈崙⾑⧃䘿⨒Ҹ儝⢚㫼⑨⨭ 朆㎟䉉⌅ 2016〃䠓欥嬐䡽㮨虇⡯㳳Tech Mahindra 厖WSJ. Custom Studios㚫㏚㏢憯ᾏ↚䉉㢮ᾘ〃 䠓㜇䩋⋶ⵈ㔷ひ宗␒ In the Future虇Ὴ㔱宝␄㜿 㐏姢╙⋷䖒凾俺䳘峿槛虇⁴⛮䠋╙イ榧⾑⧃ㆬ冒㢹 ℕ䠓䠋ⷤҸ 憨榔ⴲ≂宗␒⢷懣㸒㜾厘姛䠓ᾥ䛛伢䅮履⩖ 㔷⎉虇㐙宙ㇾ䢃㔴≂懭⎿⋷䖒䭐䍮ₐ㫼╙㛎㹊ㆬ ㊂ⵅ㏚ᾼҸ封宗␒㢃㎟䉉⢷啾䡪榢厘姛䠓ҿ啾䏍
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placements, we invited readers to a campaign hub to view videos and articles which helped them understand the true value of Japanese investment. Then we brought this to life at The Wall Street Journal CEO Council meeting in Tokyo, at which Prime Minister Shinzo Abe was a speaker.” Other internationally-focused campaigns have been created for Tech Mahindra and Morgan Stanley. India’s Tech Mahindra is driving gamechanging customer-centric innovations and experiences. In 2016 U.S. growth became a priority, so together, Tech Mahindra and WSJ. Custom Studios created ‘In the Future’, a threeyear digital content program of provocative, future-focused thought leadership content exploring transformative technology and global connectivity. The campaign was delivered straight to global private industry and political thinkers when launched at The World Economic Forum in Davos, and was front and center at The Wall Street Journal’s CEO Council meeting in Washington D.C. That content, and more, is permanently housed on the ’In The Future’ portal, which is updated monthly. The brand partnership has already placed Tech Mahindra face-to-face with over 600 enterprise CXOs and resulted in millions of dollars of deals. Immersive storytelling WSJ. Custom Studios recently launched its firstever virtual reality film series for Morgan Stanley, which has gone on to win multiple creative awards. ‘Capital Creates Change’ features stereoscopic 360 experiences, breath-taking video stories and challenging editorial. It takes readers to Kiribati, a Central Pacific island nation at the edge of climate change; the Nevada desert for an eagle-eye tour of First Solar’s 2,000-acre plant; and the iconic streets of San Francisco. “The immersive storytelling examines how climate change impacts people around the world and how those affected have found opportunities to foster change,” said Bales. The virtual reality execution was activated at The Wall Street Journal’s premier technology conference, D.Live in Laguna Beach, California, and at the inaugural D.Live Asia in Hong Kong event, plus has been used in a Times Square promotion in New York. The campaign has firmly positioned Morgan Stanley as a thought leader and responsible provider of finance to sustainability initiatives. Campaigns created and delivered where clients need them This level of storytelling is not confined to international campaigns. WWW.M A R K ET I N G — I N T ER A C T I V E.C O M
姦㝴⧀Ӏ欥⾼⦆姛朆䖕‚ 㢒)CEO Council*䠓䊵灭 ㏏ ⢷Ҹ⌅ 䖍 㢘 ╙ ㄏ ㄛ 㢃 ⪩䠓⋶ⵈ虇ⶖ㷇⎙悘㝋 㵞㢗㢃㜿䠓 In the Future 。 ╿Ҹ憨 㲰 ♐ 䏛 ▗ ⃫ ℎ Tech Mahindra 劌 ⪯ 棱 棱 㔴 宇 600 ⪩ ⃜ ₐ 㫼 CXO虇⅒㎟―㜇⁴䠍喻⋒ 宗䠓″㞢Ҹ ᐨ፵ᒳ➳➱ᗇ᭚ᛈ WSJ. Custom Studios㢏 慠 䉉 㗸 㧈 ⩺ Ὲ⎸ 㔷 ⎉欥 扷 埪 㙻 ⨒ 梊 亊 ⎦虇 封 亊 ⎦⾁ 㬽 䔁 ⪩ ↚ ␄ ㊞ 䓝 榔Ҹ Capital Creates Change㕟 K 360〵䱚汣 汣毦ҷ⁉➕䉉孏㳱䠓 䏖 㛔 ‚ҷ⁴ ╙ ⌆ 尀 槛 ㆶ 䠓 䫍 履 ʟ ʟ ⿅ 榧 崏 冔⏜ ㄏ ⪹。㺚 ᾼ 扷 ⺅ ⢚ ⦉ 捛 ⾃ 㜾虇汣 毦 封 ⺅ ⢚ ㏏ 棱 卷 䠓 㶲 ↨ 㠥 ⒥ ⛞ 槛虖⁴ 澈䣋孡〵虇ᾏ䤈⋶啾懣⽭ Study conducted by the CMO Council and Dow Jones on Brand Safety, June 2017 㸨䂯⋶⃣⢿ 2,000咀䛬䠓 First Solar⪹栌劌䠋梊は虖⁴╙懙孌ᾘ坸⾑䠓嗦▜ 姦懢Ҹ Bales尹處Ӂ憨䮽汣毦ゞ䠓㛔‚㛧慿㝈㹤虇ⷤ䫉 㶲↨崙⒥⬑⃤榎ᾥ䛛▓⢿䠓⁉虇⁴╙╦榎䠓⁉ ⬑⃤厃㔷⑤㛈崙Ҹӂ 憨榔埪㙻⨒榔䡽虇⢷⽭㑘╳亜㼆䇧厘姛䠓 欥ⷕҿ啾䏍姦㝴⧀Ӏ䭠㐏⪶㢒 D.Live虇⁴╙⢷欨㾾 厘姛䠓欥ⷕD.Live Asia㻊⑤ᾙ⛮⑤虇䠊ᾙ亟亓㟑 ひ⧃䠓⪶失⃫ⴲ≂Ҹ封ⴲ≂㻊⑤虇椞⢉―㗸㧈 ⩺Ὲ⎸⃫䉉㒐倛䠋ⷤ㔹㝌䠓ㆬ㊂榧娥╙帯帻₊䠓 帰⑨K㍘⛕Ҹ Japan Prime Minister Shinzo Abe on stage at WSJ CEO Council, Tokyo
Bales said: “In the last 12 months alone, The Wall Street Journal Japan edition has featured 35 campaigns, ranging from senior executive interviews on the digital transformation of the economy for HP Enterprises, to the spectacular launch of BMW’s 7 Series – all targeted at the domestic audience. “It’s all about being with customers on the platforms they prefer. The Wall Street Journal is based on a membership model. So, we tailor our content to what our members want – be it smart words, spectacular visuals or the ability to network with like-minded people at our live journalism events. “Clients are working with us because we can help them focus on being creative; develop content which carries real messages; and deliver that content in a trusted environment,” concluded Bales.
ᦉ⍙ហ፮ↅᢢᅗᏞᱛᭆ⇚ឝṞᢤ 憨䮽╨‚㝈ゞᾜ柟㝋⢚株㔷ひ宗␒Ҹ Bales尹處Ӂ✽✽⢷懝╊ᾏ〃虇ҿ啾䏍姦㝴⧀Ӏ 㝴㢻䏗⾁㔷⎉ 35榔ⴲ≂宗␒虇⌅ᾼ⒔㑻容⛞㉯㟽 ₐ㫼䠓汧亩䴰䖕ⷳ虇㔱宝伢䅮㜇䩋惘⤚䠓⛞槛虖⁴ ╙ⶅ欻 7亊䠓栕捜䠋⾒㢒虇憨ⴲ≂㻊⑤⋷⁴⢚⋶ ╦䣍䉉䡽㮨Ҹӂ Ӂ杫攄⢷㝋㔰䚷崏冔✫㳰䠓。╿Ҹҿ啾䏍姦㝴 ⧀Ӏ姛㢒♰⏅虇⡯㍘㢒♰䠓㢮㢪ℕ〵怺宑⏅⋶ⵈ虇 ℚ⬑乍⬨䠓䚷寭ҷ梖㙋䠓嬥孉㛗㤫ҷ⁴╙⢷㎠↠䠓 䖍⧃㜿凭㻊⑤ᾙ厖ㅦ▛懢▗䠓⁉⩺凾屋䠓㯮㢒Ҹӂ Bales俌仟處Ӂⴱ㏅厖ҿ啾䏍姦㝴⧀Ӏ▗⃫虇㞾⡯ 䉉㎠↠╾⁴⿺↠㹷㝋␄⃫ҷ㏢憯⌆䢮宙ㇾ 䠓⋶ⵈҷ⢷╾ⅰ広䠓䘿⨒ᾼ≂懭仵╦䣍Ҹӂ
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The Marketing Events Awards 2017 brought together the best and brightest talent in the events business at the The Mira in Hong Kong, and celebrated excellence in this dynamic field. There are few areas in the marketing industry that require as much strategic insight, creative thinking and operational excellence as pulling off a successful event, and then to go above and beyond the already high standard marketers hold themselves to is a fantastic feat. While Sands China and Uniplan took home the Best of Show - Brand and Best of Show Agency, respectively, there was plenty else to be inspired by, so have a look at the winners on the following pages. Congratulations to all the winners and cheers to another fantastic year of events. ⒠⋱᠖᪳ጙ∿2017∿ᗦ▚ᚑThe Mira Hong Kong 栕捜厘姛虇梁桕䍮摆㻊⑤䛛㢏⎉吁䠓⁉㏜虇⌀▛㌅䫬 憨↚⋔䂎㻊䠓姛㫼䠓ⓢ弙㎟ⷀҸ 捠 㸨 ᾼ⢚ ╙ Uniplan ⎕⎴ 庞 ㄦӁ㢏 ℂ 姷 䖍 ⪶ 䓝ʟʟ♐䏛ӂ╙Ӂ㢏ℂ姷䖍⪶䓝ʟʟ䖕⋻▇ӂ䠓㴙 㬽虇䜅㟩戓㢘ㄗ⪩⌅⇋ㄦ姷㕩䠓⊹⑬冔虇ᾚ榐ⶖ䉉 ⃯憟ᾏ⁚仈Ҹ ㇼ✫㏏㢘ㄦ䓝冔虇䉉從⋴╵ᾏ↚乍ヸ䠓ᾏ〃 ✬捖Ҹ
JUDGES
Joakim Gip
Ali Fung
Wilson Law
Marketing director 6ixty8ight
Marketing director Amway Hong Kong
Head of marketing and e-commerce Bossini Enterprises
Dennis Eng
Shirley Shi
Sharon Koo
Vice-president, group strategic marketing and communications DBS Bank (Hong Kong)
Group vice-president, customer engagement and loyalty FWD Group
Head of marketing, Asia ghd Hong Kong
PARTNERS
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Karen Tam
Ming Chan
Michelle Lam
Assistant general manager – promotions and marketing Harbour City
General manager, corporate communications Hong Kong Airlines
Director – corporate and marketing communication Kerry Properties
Julieta Leong
Doreen Cheng
Anthony Jim
Deputy director – marketing and events (HK) Lan Kwai Fong Group
Director, sales and marketing – Mannings Hong Kong and Macau The Dairy Farm Company
Director – group marketing and international business TSL Jewellery Group
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Best Event – Corporate
GOLD
Best Event – Consumer
GOLD
Best Cultural Event
GOLD
HONG KONG AIRLINES
THE DAIRY FARM COMPANY
AUDI CHINA
Campaign Hong Kong Airlines 10th Anniversary Grand Celebration
Campaign Wellcome Voice-Over Recording Tour Agencies Grey Advertising Hong Kong, UMHK
Campaign Audi Design Exhibition 2016 Agency VOK DAMS China
SILVER DBS BANK (HONG KONG) Campaign DBS BusinessClass
SILVER VITASOY INTERNATIONAL HOLDINGS Campaign Not Overdone Brand Vita No Sugar Tea Agency BBDO Hong Kong
SILVER TIMES SQUARE Campaign Celebrate Chinese New Year with Cantonese Opera
BRONZE
BRONZE
AUSTRIAN AIRLINES
WYETH NUTRITION
STANDARD CHARTERED
Campaign myAustrian Shanghai/Hong Kong to Vienna Direct Route Launch Brand myAustrian Agency VOK DAMS China
Campaign Inspired by Nature Brand Illuma Agency OMD Hong Kong
Campaign Standard Chartered Arts in the Park 2016
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BRONZE
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! " T: 2805-1767 10/F Oxford House, Taikoo Place, Quarry Bay, Hong Kong, China www.jackmorton.com
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Lan Kwai Fong Group is an innovative property development company operating across Greater Asia and China, focusing on lifestyle businesses and brand extension in real estate, retail, dining, entertainment and themed attractions. Expanding its reach into investment, social & digital connectivity, as well as disruptive technology, we aim to enrich the lives of consumers, guests and employees within the communities where they live, work and play.
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Best of Show – Brand 㢏ℂ姷䖍⪶䓝ʠ♐䏛
SANDS CHINA
Sands China was awarded the coveted title Best of Show – Brand at the Marketing Events Awards 2017 North Asia for the opening of The Parisian Macao last September. Sands China picked up five gold for Best Large Event, Best Product Launch Event, Best Use of Venue, Best Event – Design and Best VIP Event; silver for Best Media Event; and three bronze in the Most Innovative Event, Best Use of Influencer/Advocates and Best Event Targeted Community categories. The Parisian Macao grand opening, 10 months in the planning, was one of the most ambitious hospitality concepts ever realised and the culmination of a US$13 billion investment by Sands China in its Cotai Strip resorts. Events on the day included a lion parade and blessing ceremony, press conference, red carpet and cocktail reception, opening ceremony, gala dinner in The Parisian Ballroom and a VIP poolside after-party. The massive creative and logistical process saw the base of The Parisian Macao’s half-scale Eiffel Tower transformed into a
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large event stage, where 70 cast and crew members, including singers and dancers, plus Lara Fabian, the best-selling Belgian female artist of all time, and leading Chinese actor and singer Karen Mok, perform a grand opening show. An eight-metre hot air balloon dropped the main characters on the stage, along with a multimedia finale complete with choreographed fireworks and stunning light show on the 525foot tower. The Sands China team consisted of 1,600 staff, management and crew and cast, while around 1,500 guests, including celebrities and senior Macao government officials, plus 400 media attended the event. Commenting on the win, Gene Capuano, senior vice-president of conventions and Venetian operations at Sands China, said: “We are honoured and delighted that our newest integrated resort The Parisian Macao has been recognised for these prestigious awards. It was a major group effort and our entire team takes great pride in receiving this accolade.”
ᜲᕩጱᑺᢿፊᎽ⍋ᷕ⎂᜴፧⌣ዷᚑᎴᑧዴ፸⓴ᒭᛵ 朚㌅⌇虇⢷⾑⧃䍮摆㻊⑤⪶䓝2017⒦⢿Ⓩᾼ⫹ ㄦӁ㢏ℂ姷䖍⪶䓝!ʞ!♐䏛ӂ䠓㴙㬽Ҹ 捠㸨ᾼ⢚⡙㑻⪩↚䓝榔虇⒔㑻處Ӂ㢏ℂ⪶⤚㻊 ⑤ӂҷӁ㢏ℂ䚱♐䠋⃗㻊⑤ӂҷӁ㢏ℂ⧃⢿㍘䚷ӂҷӁ㢏 ℂ䍮摆㻊⑤媌⃫ӂҷӁ㢏ℂVIP㻊⑤ӂ‣榔捠䓝虖Ӂ㢏 ℂⰡ汣䍮摆㻊⑤ӂᾏ榔搏䓝虖⁴╙Ӂ㢏␄㜿䍮摆㻊 ⑤ӂҷӁ㢏ℂ榎冔䍮摆㛗䡙䠋㕽ӂ╙Ӂ㢏ℂ䍮摆㻊 ⑤ʞ䡽㮨䫍Ⓩӂᾘ榔搔䓝Ҹ! 䅂朏⾃灝⁉朚㌅⌇䷛∨㴆㟑ⓐ↚㢗虇㞾捠㸨 ᾼ⢚⌅ᾼᾏ↚⃜㝋捠⋘⪶懢䠓⪶⤚伫▗〵⇖㣠榔 䡽虇夜▗ⴞ⇘䠓拡〦㬑ㆄ㐤幖130⊓儝⋒Ҹ 朚䜅⪸䠓㌅䫬㻊⑤⒔㑻≂伀挡䓔姷䂣ҷ㜿凭 䠋⃗㢒ҷ五⢿㵾䡪㢒ҷ拡㢒ҷ朚䡪⌇ҷ⢷䅂朏⾃灝 ⁉ⵃ㢒も厘姛䠓䡪⪶㌅䫬㟩ⵃ虇⁴╙䉉㍘戏幃幢军 宼䠓㷯䛣㻍Ҹ 朚䜅㟩厘姛憲῁㌅䫬㻊⑤虇捠⋘⪶懢ᾙ䠓㜿 ⢿㮨ҷ㒘┮ら䵘䏸‛⎕Ὶᾏ㵣ℚ厗ら䠓⾃灝旄⧣惘 ⒥㎟㌅⌇䠓⪶⤚厭╿Ҹ70▜㳛厭冔ҷ㢏㠱摆䠓㵣⎸ 㟑⬂㳛㏚Lara Fabian╙欨㾾㞮╙㻐姛㳛㏚唺㜖 嚩虇⣖⎿䖍⧃䂣⎉Ҹ ㌅䫬㻊⑤䠓Ὴ孡↠䛀ᾏ↚汧⋺丂䠓䍀㶲䖒柜嗌 ⎿╿ᾙ虇䖍⧃柳―㢘ℕ卹525◝汧䠓⾃灝旄⧣㐤ⶓ䠓 䍗⋘姷䂣⪥虇㢃㢘䋨呀Ⓘ䂣虇䉉幢ⴱ⿅ℕ梖㙋䠓汣 毦Ҹ! 捠㸨ᾼ⢚䠓㻊⑤⢧栙䛀1,600▜♰⽴仓㎟虇军䜅 㝴䠓㌅䫬㻊⑤亓㢘1,500▜幃幢虇䜅ᾼ⒔㑻ᾏ䣍▜⁉ҷ 䅂朏㛎〫汧亩ⴧ♰╙400▜≂Ⱑ⎿⧃⎉⾼㌅⌇Ҹ! 捠㸨ᾼ⢚㢘柟⋻▇㢒ⷤ╙䅂朏⮐ⷋ㜾⁉䍮懚汧 亩⏾俌婐㟘䩙姷䫉處Ӂ㎠↠㊮⎿棭⿇㬽〇䅂朏⾃灝⁉ 㬽䔁㳳尜╾Ҹ劌⪯㬽卉⪩榔㴙㬽⋷㌠▓扷朏仓䠓 ☛⎉虇㎠↠䠓⢧栙䠕イ⁴䉉≁Ҹӂ
WWW. MARK E TING—IN TE RAC TI VE . C OM
Lighthouse Events, the events management division of Lighthouse Independent Media, has been bringing Lighthouse’s conferences, awards shows and internal meetings to life since 2006 - over 40 events annually in multiple formats through numerous markets across Asia. Staffed by a team of experienced and dedicated event professionals, Lighthouse Events is commited to understanding and delivering its clients’ strategic objectives. Lighthouse Events has the expertise and experience to conceptualise and manage any customised event, making sure its clients’goals are met on every occasion. Call us if you need a partner for: • Venue Sourcing • Destination Management • Event Conceptualisation • Supplier Management
• Registration Services • Branding & Graphic Design • Event Production/Logistics Support
Contact us with your event brief today.
結語
LAST WORD
MULTI-CHANNEL IS NOT OMNI-CHANNEL ⪩㾯懢ᾜ㞾⋷㾯懢
As technology advances, our lives become perpetually more integrated with the digital world. The modern customer’s purchasing journey encompasses multiple touch-points across offline and online platforms. With this shift in customer behaviour, marketers and merchants should rethink their strategies to meet new expectations. Multi-channel is NOT omni-channel The multi-channel model aims to deliver a coherent brand message across all possible 38 M A R K ET I N G H O N G K O N G A UG UST 201 7
channels. The more channels to reach out to the customer, the better. Over the past decade, brands have scrambled to conquer the digital space and make use of novel platforms to maintain a strong presence. Another principle of the multi-channel model is exemplifying a “coherent brand message”. Whether the customer is looking through the catalogue of items on the brand’s website or browsing items in the brand’s retail store, the ambiance, the look and feel should be the same. Under the multi-channel model, brands
␣ᷕᡡᕂḢᕥᅗᔾᣞᛵ᠖ℚ∋≜ᎌᠾ➦ᬗᕗጰ ╾⎕Ҹ䖍㼗幊冔䠓庋䏸㝔䮚㽄噚桱佩╙佁ᾙ。╿ 䠓⪩↚㔴宇灭虇样嗦㼗幊冔姛䉉惘崙虇⾑⧃㔷ひ⁉ ♰╙⛕ⵅ㍘捜㜿ㆬ冒⌅䳥䛴虇⁴慝▗㜿䠓㢮㢪Ҹ ᑑᵈጰ៦ᐨᵈ ⪩㾯懢䍮摆㮰ゞ㝷⢷㝋㏏㢘╾劌䠓㾯懢ᾙ㕟Kᾏ 厃䠓♐䏛宙ㇾ虇㔴宇㼗幊冔䠓㾯懢㊗⪩㊗⬌Ҹ懝╊ ⓐ〃虇♐䏛䎼䢇⢷㜇䩋䰉朢ⓦㄐ⒦宝虇懚䚷㜿䯝 䠓。╿ℕⅬ㒐⊹⑱Ҹ ⪩㾯懢䍮摆㮰ゞ䠓╵ᾏ↚┮⏖㞾Ӂᾏ厃䠓♐䏛 宙ㇾӂ虇䊰履㼗幊冔㞾⢷♐䏛䠓佁䱨ᾙ㥴䢚⛕♐䡽 WWW. MARK E TING—IN TE RAC TI VE . C OM
結語
LAST WORD
Brands should provide access to integrated data to all stakeholders to allow various business units from the brand to contribute in enhancing the user’s journey. ♐䏛㍘■㏏㢘⎸䡙䢇杫冔㕟K伫▗㜇㙩虇崢♐䏛䠓ᾜ▛㫼⑨扷 朏劌䉉㕟ⓖ槶ⴱ㝔䮚⃫⎉帱䔊 would segment their target audiences based on their interaction levels with each channel. From a management’s perspective, channels are viewed individually. Each channel is appointed with channel-specific goals and structured to provide a rigid customer experience. The omni-channel model perceives all channels as one social experience for the customer. Brands need to understand that not all customers will follow the designated user journey. This means that a paradigm shift should occur to adhere to this change in behaviour. Omni-channel is essentially a “customer-centric strategy” that facilitates the purchasing model around the behavioural patterns of the customer. Customers are more tech-savvy nowadays. They are demanding personalisation and the brand to present them with a range of product/ service options. Personalisation formulas should be accurate in predicting what the customer wants and display the right options in a timely, yet non-intrusive way. An omni-channel example Creating a seamless retail experience is often confused with simply creating more channels. Marketers and merchants should think from the customer’s perspective and determine what is effective and what isn’t. Brands should analyse a customer’s digital footprint and integrate the patterns with operational data to better predict a customer’s needs. Brands should provide access to integrated data to all stakeholders to allow various business units from the brand to contribute in enhancing the user’s journey. An omni-channel store experience would begin prior to the customer arriving at the store. When a customer browses through the catalogue of the brand’s website, their digital footprint is being analysed in real-time, and the pre-programmed online ads will then lock-on the target and amplify their interest in purchasing. Upon arriving at the store, the sales representative could identify the customers and their unique needs since the collected data has been shared across business units. With the information on the customer’s past purchases, or the participation in previous WWW.M A R K ET I N G — I N T ER A C T I V E.C O M
brand campaigns, the sales representative can determine which items to cross-sell or upsell to the customer. Upon checking out, the customer will also receive options to have it delivered to their home or picked up at another store if the item isn’t immediately available. Future remarks for omni-channel When brands shift their marketing operations to encompass an omni-channel model, a few fundamental changes need to be thoroughly examined. Integrated platforms: To deliver a true omni-channel experience, the brand needs to be able to predict each customer’s purchasing journey and identify where they are in the sales funnel. Each channel’s database and supporting systems need to be centralised and effectively communicated with each other to provide on-demand information. For example, when customers conduct a search from any channel, they can access real-time information on the product’s availability and schedule convenient pick-up locations. Management philosophy: The customer will jump between channels in their purchasing journey. The channel the customer began his/ her research may not be the same channel they end up making their purchase. Sales conversion may become difficult to trace if each channel’s performance is viewed individually. Instead, brand managers can consider constructing their sales predictions on the conversions among channels. Staff training: While an omni-channel model is a customer-centric strategy, the brand’s staff are the ones who are involved in delivering its execution. An organisation should provide adequate training and preparation for staff across business units to adapt to the omnichannel mindset. Sales representatives should learn to think from the customer’s perspective. Instead of directing the customer down a specific channel, the sales rep should advise on channels that are convenient and have potential opportunities for cross/upselling. By Prizm Group
撓虇戓㞾⢷♐䏛䠓梅⚽〦⋶䆞孌⛕♐虇↠㏏㊮╦ ⎿䠓㶪⢜ҷ⪥孏╙㊮孉㍘封㞾ᾏ㮲䠓Ҹ ⢷⪩㾯懢䍮摆㮰ゞᾚ虇♐䏛㢒㧈㙩䡽㮨╦䣍厖 㵞↚㾯懢䠓‡⑤㉔㹐ℕ↠懁姛亿⎕Ҹㄭ䴰䖕 䠓孡〵ℕ䢚虇㵞↚㾯懢㞾䓷䱚䠓↚汣虇▓㢘⌆汣䠓 㾯懢䡽㮨虇㕟K乍䩉䠓ⴱ㏅汣毦Ҹ ⋷㾯懢䍮摆㮰ゞ嬥㏏㢘㾯懢䉉ᾏ↚㜃汣䠓㼗 幊冔䫍″汣毦虇♐䏛嬐㞝䠌棭㏏㢘㼗幊冔抌㢒戄 ㄹ㒖䠓䚷㏅㝔䮚虇⡯㳳嬐⡯㍘㼗幊冔䠓姛䉉崙 ⒥军⃫⎉屎㜃Ҹ⋷㾯懢㞾ᾏ↚Ӂ⁴槶ⴱ䉉ᾼㅒ䠓䳥 䛴ӂ虇⁴ㅺ㼗幊冔懁⋴庋幆㮰ゞҸ 㼗幊冔䖍㟑㢃乍㝋䭠㐏虇↠嬐㷑♐䏛䉉↠ 㕟Kᾏ亊⎦↚⁉⒥䠓䚱♐虊㢜⑨戇榔Ҹ↚⁉⒥⋻ゞ ㍘䀥䩉榟㾻㼗幊冔䠓梏㷑虇⢷懸䜅䠓㟑↨⁴棭⅄ 㚍䠓㝈ゞⷤ䫉▗懸䠓戇㙖Ҹ ᐨᵈᗓጛ ㄗ⪩⁉㢒尳⁴䉉␄ら㢃⪩㾯懢ⷀ劌㏢憯䊰侺䠓梅 ⚽汣毦虇⾑⧃㔷ひ⁉♰╙⛕ⵅ㍘ㄭ㼗幊冔䠓孡〵⎉ 䠋虇⁴⎳㝆㆝㮲㏜㞾㢘㛗䠓㝈ゞҸ♐䏛㍘⎕㤟槶ⴱ 䠓㜇䩋彂彰虇ⶖ⌅姛䉉㮰ゞ厖䍮懚㜇㙩䢇仟▗虇 ⁴㢃⬌⢿榟㾻槶ⴱ䠓梏㷑Ҹ♐䏛㍘■㏏㢘⎸䡙䢇杫 冔㕟K伫▗㜇㙩虇崢♐䏛䠓ᾜ▛㫼⑨扷朏劌䉉㕟ⓖ 槶ⴱ㝔䮚⃫⎉帱䔊Ҹ ⋷㾯懢〦⋶汣毦ㄭ槶ⴱ從懁⛕〦Ὶ⏜⾁伢朚 ⭚虇䜅槶 ⴱ 䆞孌♐䏛 佁䱨 䠓⛕♐䡽撓㟑虇亊 伀㢒 │㟑⎕㤟↠䠓㜇䩋彂 彰虇䋅ㄛ 攥 䡽㮨╦䣍虇 ■↠䠋憐榟⋗宼䠓佁ᾙひ◙虇⁴⏉䅏⌅庋幆 ㊞㳁Ҹ 䛀㝋㛅桕⎿䠓㜇㙩㢒⎕›厂ᾜ▛㫼⑨扷朏虇⡯ 㳳䜅槶ⴱ⎿懣⛕〦ㄛ虇〦♰ⅎ╾峧⎴⎉槶ⴱ╙⌅ 䓷䐈梏㷑Ҹ㧈㙩槶ⴱ⁴ㄏ䠓庋幆亏撓虇㎥冔⁴ㄏ䠓 ♐䏛㻊⑤╒厖虇〦♰╾⁴䩉㍘■槶ⴱ㔷摆♹ ⛕♐Ҹ ⢷㳍㟑虇⬑㤫⛕♐│㟑㸡㢘䖍帷虇槶ⴱ╾戇 㙖憐帷㢜⑨虇㎥⢷╵ᾏ朏〦╥帷Ҹ ᐨᵈឰ⛠ 䜅♐䏛ⶖ⋷㾯懢䍮摆㮰ゞ仟▗厂⌅⾑⧃㔷ひ䳥䛴 㟑虇ㅔ榗䛨㊞ᾏ㧈㢻䠓惘崙Ҹ ᑁᏗᏄᅝ䉉㕟K䢮㳲䠓⋷㾯懢汣毦虇♐䏛ㅔ 榗劌⪯榟㾻㵞⃜槶ⴱ䠓庋幆㝔䮚虇䩉↠⢷摆 ⚽㾯懢䠓⃜僽Ҹ㵞↚㾯懢䠓㜇㙩〺╙㚾㖃亊伀抌 梏嬐桕ᾼ䴰䖕╙‡䢇㢘㛗″㻐虇样㟑㕟K㏏梏䠓 宙ㇾҸℚ⬑虇䜅槶ⴱㄭ₊⃤㾯懢懁姛㖫亱㟑虇↠ ╾⁴│㟑㥴䢚䚱♐䠓⳧帷捞虇戇㙖㝈ⅎ卹⾀䠓╥ 帷⢿灭Ҹ ⃩ᮿᮿᙞᅝ槶ⴱ⢷庋幆㝔䮚ᾼ虇㢒䰎㨼㝋ᾜ▛ 䠓㾯懢Ҹ槶ⴱᾏ朚⭚懁姛㖫亱䠓㾯懢虇㢹ㅔ㞾↠ 㢏仑ⴛ㎟庋䏸䠓㾯懢Ҹ⬑㤫✽䓷㰱嬥㵞↚㾯懢䠓 俍㛗虇ⅎ桲⁴憌忳摆⚽惘㕪㉔㹐Ҹ䢇╜虇♐䏛伢䖕 ╾⁴㧈㙩㾯懢Ὶ朢䠓惘㕪ℕ懁姛摆⚽榟㾻Ҹ ᤍጤᩡᅝ⋷㾯懢䍮摆㮰ゞ㞾⁴槶ⴱ䉉ᾼㅒ䠓 䳥䛴虇军♐䏛䠓♰⽴㞾䜅ᾼ䠓⦆姛冔Ҹₐ㫼㍘䉉ᾜ ▛㫼⑨扷朏䠓♰⽴㕟K⋔⎕䠓⦈客╙䀥∨虇⁴懸㍘ ⋷㾯懢䍮摆ㆬ似Ҹ〦♰㍘ⴇ兡⁴槶ⴱ䠓孡〵ㆬ冒虇 ᾜ㍘ⶖ槶ⴱイ⎿䐈䠓㾯懢虇╜军㍘ら峿㝈ⅎҷ 㢘䃪⏉䅏″╘虊憌摆⚽䠓㾯懢Ҹ AU GU S T 2 017 MARK E TING HONG KON G 39
職埸
CAREERS
JOB SHUFFLE ⁉‚崙⑤
HAVAS ANNOUNCES GREATER CHINA EXECUTIVE APPOINTMENTS AMID RE-ORGANISATION 䂱⮐⩺桕⢧㜃▗⪶ᾼ啾Ⓩ䴰䖕ⷳ Havas Group has announced that its existing Greater China executive leadership team will take on additional duties. Mason Lin (left), currently Havas Creative Greater China chairman, has been appointed chairman of Havas Group Greater China; Karl Wu (right), currently Havas Media Greater China CEO, has been appointed CEO of Havas Group, Greater China, and Donald Chan, currently Havas Creative China CEO, has been appointed CEO of Havas Group, China. The announcement comes after Havas initiated a “together” strategy, and started a global restructure in March, in which the creative and media business became business units under one regional P&L. 䂱⮐⩺桕⢧ⴲ⾒懁ᾏ㳴㜃▗⪶ᾼ啾Ⓩ㧇ㅒ䴰䖕ⷳ虇 䖍㢘䠓䴰䖕榧ⷳⶖ㐎㙣㢃⪩分帻Ҹ ┮䂱⮐⩺␄㊞桕⢧⪶ᾼ啾Ⓩ嗲‚朆㤦▜㳲虃⽵虄 ⶖ㙣₊䂱⮐⩺桕⢧⪶ᾼ啾Ⓩ嗲‚朆虖䖍₊䂱⮐⩺Ⱑ 汣桕⢧⪶ᾼ啾Ⓩ欥⾼⦆姛ⴧₜ梆虃▂虄ⶖ㙣₊䂱⮐⩺ 桕⢧⪶ᾼ啾Ⓩ欥⾼⦆姛ⴧ虖┮䂱⮐⩺␄㊞桕⢧ᾼ⢚ Ⓩ欥⾼⦆姛ⴧ栂ㆄ䱾ⶖ㙣₊䂱⮐⩺桕⢧ᾼ⢚Ⓩ欥⾼ ⦆姛ⴧҸ 䂱⮐⩺桕⢧㝋⁙〃ᾘ㢗捜㜿㜃▗⋷䖒␄㊞╙Ⱑ ⁚㫼⑨虇伀ᾏ㫼⑨╙帰⑨㖜䡙虇⁴䭘㐎桕⢧⋷䖒Ӂ余 ⵕ▗⃫ӂ䳥䛴䠓㝌Ҹ
Plug PR has appointed Karen Finnerty as account director. She joins the agency from Havas Dublin, where she was head of PR and led campaigns for brands, including PepsiCo, Jack Daniels and Slane Irish Whiskey. She will work alongside MD Lara Jefferies for continued business growth and innovation within the Plug portfolio. Plug PR₊☌Karen Finnerty䉉ⴱ㏅俌䡲Ҹ⬈Ὶ ⏜₊分 㝋䂱 ⮐⩺抌㥞㤦愵‚埤虇㙣₊⋻杫俌䡲虇 帯帻⿅榧䠍‚╾㮑ҷJack Daniels╙Slane Irish Whiskey䳘♐䏛㔷ひ㻊⑤ҸFinnertyⶖ厖嗲‚俌伢 䖕Lara Jefferies㚫㏚▗⃫虇㔷⑤Plug PR㫼⑨䠓㒐 倛⨭朆╙␄㜿Ҹ
Publicis Communications elevated Rebecca Liu to director of communications for Greater China. In her new position, she will lead the PR, marketing and corporate communications of all communications agencies, including Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, MSLGROUP, Arcade, Publicis Commerce, Publicis Vivid, Publicis Wangfan, Nurun, Team One, 133SH, MetaDesign, Luminous Experiential MSLGROUP and Prodigious. She will also serve as CMO at Saatchi & Saatchi Greater China. 栌䓔≂㘼ⴲ⾒㟘ⓖ␘㡘㠱䉉⪶ᾼ啾Ⓩ⾑⧃╙ₐ㫼 ≂㘼俌䡲Ҹⷴ㜿ㄛ虇⬈ⶖ⋷棱榧栌䓔≂㘼⪶ᾼ啾 Ⓩ╙⌅㝦ᾚ⋷扷≂㘼㯮㭚䠓⋻杫ҷ⾑⧃╙ₐ㫼≂㘼 ⽴⃫☛⢧栙虇⒔㑻䡪ᾥ朆⥝ҷ㣝⫶帬亜ҷ栌䓔ひ◙ҷ 㞝ㆬ桕⢧ҷA rc ad eҷPu b l i c i s C o m m e rc eҷ Publicis VividҷPublicis WangfanҷNurunҷTeam O n eҷ13 3 S Hҷ M e t a D e s i g nҷ L u m i n o u s Experiential MSLGROUPҷProdigious䳘Ҹ⬈‵ⶖ ⌋₊䡪ᾥ朆⥝⪶ᾼ啾Ⓩ欥⾼⾑⧃ⴧҸ
Ogilvy & Mather Hong Kong hired two senior executives to new roles within the digital team in Hong Kong, with Manolis Perrakis (right) joining as head of creative technology and Vivi Fitriani as head of UX/UI. With more than 15 years of experience in creative media and technological innovation which includes software and hardware R&D, Perrakis has spent the past eight years working in Hong Kong, most recently at DDB, before joining Ogilvy. Fitriani, who will lead customer UX/UI for Ogilvy, will work closely with the creative technology team to produce smart and innovative solutions that marry technology and experience design for clients. ⫶ 儝欨㾾䉉⌅ 㜇䩋⢧栙⨭㾊⋸▜汧亩䴰䖕 ⷳ虇Manolis Perrakis虃▂虄⋴㎟䉉␄㊞䭠㐏俌 䡲虇军 Vivi Fitriani⏖⎉₊䚷㏅汣毦俌䡲ҸPerrakis ⢷␄㊞Ⱑ汣╙㐏姢␄㜿㝈棱㙐㢘弔懝15〃䠓伢毦虇 䜅ᾼ⒔㑻恮₅╙䧻₅䦣䠋虇⢷欨㾾⽴⃫慠⋺〃Ҹ ⋴⫶儝⏜虇㛗㝋DDBҸFitriani帯帻䴰䖕⫶儝 䚷㏅汣毦㫼⑨虇⬈ⶖ厖␄㊞㐏姢⢧栙余ⵕ▗⃫虇⌀ ▛䉉ⴱ㏅媌⃫仟▗䭠㐏厖汣毦宼宗䠓␄㜿㠉劌孲 㸉㝈㧗Ҹ
CNN International Commercial appointed Kimmy Ho as director of content sales and partnerships for North Asia. Based in Hong Kong, she will be responsible for increasing content and services available for CNN’s North Asian affiliates and partners. She joins CNN International from Thomson Reuters, and will work with existing partners and new TV and digital publishers across the region to license CNN’s content and provide access to reporting, consultancy and training. 儝⢚㢘佩梊嬥㜿凭佁⢚株⛕⑨扷₊☌ Kimmy Ho 䉉⒦Ⓩ⋶ⵈ摆⚽厖▗⃫⪴㫼⑨扷俌䡲虇⿇歟欨 㾾虇帯帻㝋⒦䉉 CNN■▗⃫⪴㔷ひ摆⚽ CNN ⋶ⵈ╙㢜⑨Ҹ⋴CNN⢚株㜿凭佁仰⏜虇⬈ⷀ分㝋 㿾㩽彾憞Ҹⷴ㜿ㄛ虇⬈ⶖ厖䖍㢘⪴╙Ⓩ⋶䠓㜿梊 嬥╙梊ⳟⰡ汣▗⃫虇㔗㲙㢃⪩Ⱑ汣ℎ䚷 CNN䠓⋶ ⵈ虇⁴╙㕟K㜿凭⧀ҷ屽寱槶⛞ҷ⦈客䳘㢜⑨Ҹ
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