Advertising + Marketing MY - Apr 2016

advertising + marketing malaysia

APRIL

2016

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ED’S LETTER ................................................................................................................................................................................................................

IT’S ALL ABOUT THE EXPERIENCE Rezwana Manjur, Deputy Editor rezwanam@marketing-interactive.com Editorial – International Matt Eaton, Editor (Hong Kong) matte@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 - Malaysia Joven Barceñas, Director, Business Development & Strategy (Malaysia & Indonesia) jovenb@marketing-interactive.com Bernadine Reyla, Project Manager bernadiner@marketing-interactive.com Ong Yi Xuan, Advertising Sales Coordinator yixuano@marketing-interactive.com Advertising Sales - International Johnathan Tiang, Sales Manager (Singapore) johnathant@marketing-interactive.com Sara Wan, Senior Sales Manager (Hong Kong) saraw@marketing-interactive.com Event Production Hairol Salim, Regional Lead - Events and Training hairol@marketing-interactive.com Event Services Yeo Wei Qi, Regional Head of Events Services weiqi@marketing-interactive.com Finance Evelyn Wong, Regional Finance Director evelynw@lighthousemedia.com.sg Management Søren Beaulieu, Publisher sorenb@marketing-interactive.com

In February this year, we ran the third edition of our Mob-Ex Awards, as most of you would have known.

The awards, particularly these ones, were a bit more special for me personally. My sixyear-old niece, who just couldn’t fathom what a business event is and why I have to attend so many of them, was finally invited to catch a glimpse of it all.

Awed as much as she was with the whole set up, she sat there giving her nod of approval to brands that were winning – not that she knew many of them, but when McDonald’s won an award her face lit up. “Good they won; they make awesome fries,” she remarked.

In the moment, we laughed, of course, but what she said stayed with me for some time. It was a reminder of one critical thing: the ultimate test of all the marketing you do for your product is (a) the product/service itself, and (b) how you are delivering that product/ service to the customer. Depending on how you fare in those two areas, all the marketing you have done so far could either add up or simply fizzle out.

Much has been said about the customer experience and the need to make it impeccable all along the customer journey, be it online or offline. The seamlessness and consistency of it all being the most important factor. None of that is less important, but the point of sale and the quality of your product are what will make or break your brand.

In this edition, we take an in-depth look at the customer experience, not from a theoretical point of view, but through reallife experiences of CMOs from brands such as McDonald’s, RBS, Rolls-Royce, Comedy Central, Mattel and so on. Quite literally, their troubles and tribulations when coming up with the right customer experience.

In some cases it was product innovation and in others it was marketing innovation that helped solve the puzzle, but most agreed that the need for new experiences, coupled by the hyper-elevated customer expectation driven by mobile and IoT, is challenging for marketers.

Today, consumers expect to be known by organisations and be delivered an experience that is consistent, continuous and compelling.

Brad Rencher, the GM and EVP of Adobe Digital Marketing, says we are in the third wave of marketing which is centred around experiences, and marketers, he says, have historically been the nurturers of the customer experience. Read more in the following pages.

Enjoy the edition.

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

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

Advertising + Marketing Malaysia is published 6 times per year by Lighthouse Independent Media Pte Ltd PP 16093/12/2011 (026708). Printed in Malaysia on CTP process by Percetakan Skyline Sdn Bhd No. 35 & 37 Jalan 12/32B, TSI Business Industrial Park, Batu 61/2 Off Jalan Kepong, 52100 Kuala Lumpur Tel: 03-6257 4846. For subscriptions, contact circulations at +65 6423 0329 or email subscriptions@marketing-interactive. com. COPYRIGHT & REPRINTS: All material printed in Advertising + Marketing Malaysia 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 offi ce. Disclaimer: The views and opinions expressed in Advertising + Marketing Malaysia are not necessarily the views of the publisher. Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01 See Hoy Chan Hub Singapore 118519 Tel: +65 6423 0329 Fax: +65 6423 0117 Hong Kong: Lighthouse Independent Media Ltd 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 A+M Malaysia magazine, go to: www.marketing-interactive.com ...............................................................................................................

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CONTENTS

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4

A MONTH IN NEWS A round up of a month of news from Malaysia and the region.

8

HOW CPG BRANDS CAN SEIZE E-COMMERCE GROWTH OPPORTUNITIES Here are some tips for marketers in this sector. Rayana Pandey writes.

10 WHAT DOES IT TAKE TO CREATE A GREAT CUSTOMER EXPERIENCE? How does data and creativity merge in bringing a great customer experience to life?

Rezwana Manjur explains.

18 PROFILE: FINTAN KNIGHT, ROLLS-ROYCE’S GLOBAL DIRECTOR OF SALES AND MARKETING Fintan Knight speaks to Rezwana Manjur on putting marketing at the heart of product creation.

23 PR AWARDS 2016 When does marketing start and end in the product cycle? Fintan Knight, Rolls-Royce’s global director of sales and marketing, explains.

Read all about SG50 and Tate Anzur’s big win at PR Awards 2016.

33 LAST WORD: A VERY HONEST AGENCY WEBSITE …

IF IT EXISTED Zulu Alpha Kilo has done it again with its latest parody spot on agency websites.

SCAN TO SUBSCRIBE!

110 0 8 What you’ll learn in this issue: >> Why it is crucial for marketing departments to overlap with product teams. >> What great customer service entails. >> Tips for FMCG marketers.

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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.

Helping the homeless Ensemble and Maxis launched the campaign “Kongsi Home Project” in collaboration with Epic Homes to build new homes for the underprivileged in Malaysia. The campaign brings online shopping and electronic donations together with tangible works of charity in the offline world. The project allows shoppers worldwide to donate RM8 worth of building materials when they visit the five participating e-commerce platforms: Lazada, Gem Five, Zalora, Rakuten and Happy Fresh.

Embracing online shopping PHD Malaysia and Shopee teamed up to develop a “plug n play” e-commerce and m-commerce toolkit for brands to kick-start their mobile and e-commerce platforms. It includes PHD’s research on consumer and media trends, and its fully integrated digital services. PHD will also conduct workshops to educate brands on the growing m-commerce market and the toolkit, which is part of Shopee’s specialty.

P&G appoints CEO P&G appointed Ong Yuh Hwang as its new country CEO for Malaysia, Singapore and Brunei.

He will lead a portfolio of almost 30 brands, including SK-II, Olay, Pantene, Head & Shoulder, and Oral-B. He will be based at P&G’s headquarters in Petaling Jaya.

He was previously sales director at P&G.

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Jumping ship McCann Kuala Lumpur hired Ng Heok Seong as chief creative officer, who will report to CEO Sean Sim. Ng was previously at Dentsu Singapore as its ECD for two years, working on accounts such as Canon, Toyota, Uniqlo, Singapore Navy and Dulux. He brings more than 25 years of experience in brand communications.

Special treatment?

Zouk Singapore faced a PR dilemma after an Egyptian guest DJ Fadi (Fila) took to social media to complain that his set was cut short in order to allow Malaysian PM Najib Razak’s son to take over the deck. The 25-year-old was claimed to have been seen by several club goers. Zouk did not confirm whether Najib’s son was there, but said the club had not asked DJ Fadi to end his set before the agreed time of 3.30am.

Change of leadership Philip Yuen (left), the current Deloitte Singapore CEO, will succeed Chaly Mah to become CEO of Deloitte Southeast Asia from 1 June. This comes after a rigorous and comprehensive succession and nomination process, which was recognised by the board of directors of Deloitte SEA.

You’re so Kool Media Prima launched its fourth and newest radio station Kool FM, which will broadcast via 101.3FM within Klang Valley and 90.2FM in Penang. The station will target the “lucrative” 25 to 44-year-olds within the Malay segment, offering both local and foreign hit songs from the 1980s through to today.

Media Prima’s other stations target the English, Malay and Chinesespeaking markets respectively, and this addition serves to strengthen its competitive position in the industry.

Marketing automation a priority Marketing automation was the third most popular technology among marketers this year, with 37% of companies and 39% of agencies deeming it a priority, according to the State of Email and Marketing Automation in SEA report. Content and social marketing took first and second place respectively. However, respondents felt a lack of skills, quality of email databases and poor measurement and analytics were barriers to exploiting automation strategies. More than 60% of company and agency respondents also rated their email campaigns “average” in terms of ROI.

Indaba launches platform Mobile Digital Indaba, provider of mobile-based consumer marketing research, launched an enhanced mobile research community platform which consists of interactive chat-based features.

The platform aims to extend consumer engagement via mobile apps. CEO James Fergusson said the new mobile platform was comprehensive, linking longitudinal qualitative and quantitative data and providing cost-effective, timely and visual insights.

Dentsu hires veteran director Dentsu Utama hired Raymond Ng as creative director to replace Chow Kok Keong. Ng was previously with FCB Kuala Lumpur where he ran the creative department, overseeing clients such as CIMB Bank, Telekom Malaysia, Sarawak Energy and Chevrolet. His clients across his 19-year advertising career include Citibank, Sony, Nike, P&G, Unilever and Ministry of Tourism.

Shopwave to add merchants Location-based app Shopwave, which rewards shoppers for walking into participating stores and interacting with products, is looking to add merchants across categories such as groceries, health and beauty, and electronics. The free app delivers instant reward “Wavepoints” to users for just stepping through the doors of participating brands.

The points can be redeemed across all partner stores for gifts or cash vouchers.

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NEWS

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MAS continues restructure Malaysia Airlines is focused on its restructuring in 2016, starting with its global aviation partnership agreement with Emirates through a code-share to open up a range of new destinations for Malaysians.

The airline is also focused on revamping the experience for MAS customers, and new initiatives will be run to improve service quality and shorten waiting times. People development will be a key focus in the next quarter, says group CEO Christoph Mueller.

More business events Sarawak Convention Bureau (SCB), Malaysia’s first bureau in driving the business events profession, has established the Government and Industry Relations division to create relationships with government and local agencies across the country.

The new division will work closely with other parties to forge a strong coalition between state and federal entities, industry partners, with SCB. Its first initiative was launched through the Sejiwa Senada 2016 programme to raise awareness of the functions held by each government entity.

Your cup of tea Wonda Coffee’s new Wonda Kopi Tarik represents the brand’s initiative to deliver premium canned beverages with a local twist. A series of promotional activities highlighting the taste of the unique new addition will launch over the next few months on radio, print, digital, television and out-of-home advertising.

Wonda Kopi Tarik joins existing products Wonda Original and Wonda Mocha.

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Kumar exits IPG Mediabrands Prashant Kumar, president of IPG Mediabrands World Markets Asia, is set to leave the agency after 13 years. He has served notice and will leave in April. He has been in his current role for more than four years, where he launched the social media offering Rally in the region, and set up Ingenuity, an end-to-end digital commerce studio. Before the regional role, he was the Malaysia head for IPG Mediabrands for seven years.

WOW, ladies L’Oréal Paris became one of the first beauty brands in Malaysia to use “Facebook Live Video” to give fans a peek of its annual Women of Worth (WOW) campaign.

The WOW campaign aims to inspire women by featuring six successful female thought leader’s journeys with its digital agency Lion & Lion. L’Oréal Paris aims to deliver real-time social content to empower Malaysian women with a #WOWjourney social contest.

According to Lion & Lion, the move helped the brand grow its organic reach by five times.

Lucrative football deal U Mobile is partnering Football Malaysia Limited Liability Partnership (FMLLP) to become the official co-sponsor of the Superbest Power Piala FA and Liga Premier Malaysia for three years, starting this year. U Mobile becomes the exclusive telco partner for the two premier Malaysia football competitions.

The partnership with FMLLP gives U Mobile marketing, promotion and engagement opportunities around the competitions, instadium branding, corporate hospitality and use of the club and player image rights for advertising.

Xaxis Radio launched Xaxis launched Xaxis Radio, a programmatic buying product new to APAC, available in Malaysia, Indonesia, Singapore, Australia and the Philippines. Advertisers can reach their target audiences in situations where visual advertising wouldn’t be suitable, such as when driving, walking and exercising. Xaxis Radio enables marketers to extend their terrestrial radio plan to include vast digital radio audiences.

In case of emergency Ogilvy & Mather Hong Kong and Malaysian communications network Maxis have worked together to launch a portable communication device for flood victims in the face of power supplies and cellular activity cuts. The SOS device will allow victims to send messages within the affected area, regardless of the service provider. It can be set up within minutes to serve as an interim solution until the normal telecoms infrastructure is restored.

Succession plan completed Nicky Lim replaced Margaret Lim as country CEO for Dentsu Aegis Network Malaysia, after Margaret retired after a 46-year career in advertising. Armed with more than 20 years of experience in the advertising industry, Nicky joined Dentsu Aegis Network in March 2015 as chief operations officer, as part of Margaret’s succession planning. He will steer the operations and management across its network brands in Malaysia, which encompasses the media, digital, creative and sports marketing businesses.

New Wi-Fi deal Telekom Malaysia Berhad (TM) signed a Wi-Fi roaming agreement with British Telecommunications (BT), which allows both parties to leverage each other’s Wi-Fi networks in Malaysia and the United Kingdom, enabling the monetisation of UK-Malaysia roaming. The agreement strengthens TM’s position in Malaysia by offering end-users a seamless experience in long term evolution (LTE) and Wi-Fi roaming. BT customers get to leverage TM’s Malaysian Wi-Fi estates while roaming the country and the region, while TM customers get to enjoy global and UK-based Wi-Fi capabilities when travelling and in the UK.

Danone appoints Havas Danone Dumex appointed Havas Worldwide Malaysia to handle the digital responsibilities of brands Dugro and Mamil. Havas was handed the account based on its performance on previous projects with Danone.

Men versus women Watsons launched its latest campaign “R U Tough Enough?” in collaboration with KIX HD and Astro Kuala Lumpur. Male and female contestants will compete in a series of physically demanding and emotionally enduring challenges. The winner will walk away with the grand prize of RM30,000. The ambassadors, radio talent Linora Low and Malaysian actor Keith Foo, will lead their respective teams to determine which gender is the toughest.

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NEWS

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Reaching out to New Zealand Dentsu Aegis Network acquired a majority share in Barnes, Catmur & Friends (BC&F) New Zealand.

The acquisition is to establish the creative capability of Dentsu Aegis Network and strengthen the business in New Zealand. Takaki Hibino, CEO of Dentsu and Dentsu media APAC, said: “We now have a strong presence in New Zealand, expanding our network in the region and becoming the first Dentsu agency in New Zealand.”

Up for grabs IKEA is reviewing its media account globally, worth in excess of US$400 million. Currently the business is split across several agencies and networks. In Singapore, Malaysia and Thailand the business is held by Dentsu Aegis Network’s Vizeum. The agency was appointed after a review and the agency won the account from incumbents OMD in Singapore and PHD in Malaysia and Thailand.

Apple battles FBI demands Apple is fiercely opposing the FBI’s demand to build a new version of its iPhone operating system, circumventing several important security features.

Following the San Bernardino terror attack last December, Apple claims the authorities are pressuring the smartphone manufacturer to create a “back door” to the iPhone. In a letter to customers, Apple put what the demands could possibly mean for the personal data of customers.

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Google removes RHS ads The global roll-out of the removal of right hand side (RHS) ads in the search engine results page on Google, together with the addition of a fourth ad on the left hand side (LHS) above the search results page, will pose great challenges to advertisers who have been relying on their presence on Google to drive traffic and conversions.

Unilever appoints Alchemy Unilever Cambodia appointed Alchemy as Closeup’s digital agency in Cambodia. The new appointment came after a pitch against two other creative agencies in Cambodia. The agency is tasked to increase brand awareness and improve turnover for the brand. It is also responsible for its online strategic direction, growth and development. The Singapore headquartered agency also works with Unilever in Singapore.

Free sneakers Reebok used a smart digital outof-home ad, with a built-in speed camera and tracking technology, as an incentive to get people running in Sweden and win a new set of trainers. Those who ran past the speed monitor fast enough unlocked a clear plastic window box display to grab a brand new pair of Reebok ZPump 2.0 shoes.

HOW MUCH DOES THAT COST?

DISNEY DELIVERS OUTDOORS

Disney Studio Singapore launched a new campaign on Clear Channel’s play digital OOH for its latest animated fi lm Zootopia.

The campaign leveraged on the dynamism of Clear Channel’s play digital screens by featuring the comical characters of Zootopia on an actual backdrop of 10 carefully selected bus or taxi shelters in key areas of Singapore.

The characters were brought to life when commuters looked at these digital screens. It aimed to create hype around the animated fi lm,

drawing the attention of the masses, especially the Millennials, young adults and families with kids.

The campaign ran on Clear Channel’s PlayGround network of 100 digital screens for three weeks, until 2 March 2016.

The media agency behind the campaign was Dentsu while the creative agencies were Factory Communications and CNS Connections.

The production costs for the campaign were about SG$3000, excluding media costs.

Inspiring SMEs FedEx Express worked with BBDO UK in the hope of inspiring SMEs in APAC to expand their businesses globally with a new set of films showing what was possible. Malcolm Sullivan, vice-president of brand communications and customer engagement for FedEx Express Asia Pacific, said: “Increasingly, SMEs in the Asia Pacific region are starting to recognise the huge business potential that they could unlock by going global.”

Komli renews with Twitter Komli Media renewed its partnership agreement with Twitter for India until March 2017.

Komli will continue to help Twitter expand its promoted products suite of advertising products and emphasise the company’s monetisation efforts. It will also be reaching out to the huge Indian mid-market segment, helping them target potential customers on Twitter thus, giving them high life time value per customer and eventual return on investment.

Paying tribute In collaboration with the Bruce Lee Foundation, Swiss watch brand Hublot held a special tribute exhibition for the kung fu superstar to celebrate the grand opening of its boutique at Beijing’s high-end shopping centre Shin Kong Place. The “Be Water, My Friend – Legend of Bruce Lee Memorial Exhibition” – under the theme of the actor’s philosophy – displayed his precious personal items and a variety of Hublot limited edition timepieces.

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NEWS

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AUDIT WATCH

ZBBZ GETS A NEW LOOK Cross-border e-commerce Walmart launched a crossborder e-commerce service “Walmart Global Shop”, available nationwide on its mobile app to serve customers with more quality and authentic products from overseas. By simply downloading the Walmart app, customers can now purchase imports and have the products delivered directly to their home from bonded area.

A cracking idea McDonald’s Hong Kong teamed up with DDB Group and OMD for an outdoor interactive campaign, turning the Causeway Bay Percival Street tram station into three giant bubble wrap walls.

Noticing the fact that people are always busy with work and living a fast-paced life, the brand wanted to give them the opportunity to take a break and have some fun in the city centre.

Creating memories HDFC Life and Leo Burnett have created a new digital platform enabling customers to leave behind more than just money.

The digital platform called #MemoriesForLife comes from the idea that often a lot is left unsaid as we strive to secure the future of loved ones. The digital platform was launched via an integrated campaign designed for both offline and online media.

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SPH’s Chinese magazine ZBBZ is undergoing a revamp and the new look will be unveiled in April.

The magazine targets the bilingual and bicultural elite and high-networth individuals.

It looks to put forth the “fi ner things in life”, said Woo Mun Ngan, supervising editor of ZBBZ. Advertisers of the magazine come from high-end fashion houses, luxury cars, hotels, watches, luxury homes and private bank sectors.

With the revamp, advertisers can expect a new look and content.

The masthead will be changed to ZBBZ using upper case instead of ZbBz. ZBBZ has also established a partnership with top-end hotels for distribution. The magazine is currently not audited.

The revamp was spurred to better meet the needs of readers and help them better appreciate the things and people in life, said Woo. Currently there are four pillars

of content: In the know, in focus, in conversation, and in sight. In the know consists of the month’s talk of the town that includes the “should know and must know” – both in town and out of town.

In focus is the cover story and feature of the month. In conversation consists of profiles stories and in sight covers areas such as travel and gourmet living.

Resuming operations Two years after closing its doors, FCB resumed operations in Hong Kong, interestingly enough, at its old location of Taikoo Place in Quarry Bay. Consisting of five people, the Hong Kong office is led by general manager Jocelyn Tse, who joined from Ogilvy & Mather Hong Kong where she was planning director.

Before that, she was the associate planning director at TBWA Shanghai.

Assisting the elderly Uber brought its specialised feature uberASSIST to Hong Kong for the elderly, those with disabilities and others with mobility or accessibility needs. UberASSIST is a scheme developed with training for Uber driver-partners and input from a host of local NGOs.

Mullen takes a ride with Bajaj Bajaj Auto appointed Mullen Lintas as the creative agency for its popular Bajaj Avenger range of bikes. Mullen Lintas was given the mandate for integrated campaigns for Bajaj Avenger and will collaborate with group company LinTeractive to create a seamless brand experience across the entire eco system, including television, print, OOH, web and mobile.

New offering Eyeing China’s booming domain registration market, GoDaddy offered .cn to its customers and expanded its services to 11 Asia markets. GoDaddy has brought the total number of domain name extensions it offers to 421 by adding .cn to its line-up.

“Having the ability to offer crossborder commerce with China is important, especially in the Asia region,” said Roger Chen, vicepresident of Asia for GoDaddy.

Tencent partners Omnicom Tencent Online Media Group established a partnership with Omnicom Media Group to collaborate on the development of new consumer data interpretation methodologies to maximise marketing ROI. The collaboration will create an infrastructure for holistic data mining and solutions that provides advertisers with deeper consumer insights to improve media planning and buying efficiency. Both companies will explore and develop data models for eight different industries.

Adobe launches new app Adobe launched its latest offering aiming to simplify building and maintaining enterprise applications. It announced the Adobe experience manager mobile to simplify the process of building and managing visually appealing enterprise applications that are as easy to use as consumer apps.

Brands such as Under Armour, Black Diamond, DuPont USA and Hartford Funds have been quick to adopt and use the tool.

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NEWS ANALYSIS

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HOW CPG BRANDS CAN SEIZE E-COMMERCE GROWTH OPPORTUNITIES Accenture estimates the consumer goods and services industry will grow by as much as US$700 billion globally by 2020. Rayana Pandey explores.

Consumer packaged goods (CPG) companies must fully embrace digital commerce or risk losing out to newer industry players in the battle for an estimated US$340 billion worth of market growth in Asia Pacific, according to Accenture.

In a new report, “The future is now: understanding the new Asian consumer”,

Accenture estimates the consumer goods and services industry will grow by as much as US$700 billion globally by 2020, with nearly 50%, or US$340 billion, of this growth coming from Asia – specifically China, Indonesia, India, Singapore and Thailand. China alone is expected to account for about US$200 billion or 60% of the growth in Asia.

How to reach the Singaporean consumer

“If CPG companies don’t take action now, they risk losing out on the new generation of consumers. These companies must couple traditional models with new ones where consumer engagement is digital and one2one, social influence is perceived to be the trustworthy source and shopping is one click away,” said Fabio Vacirca, senior managing

CURRENT REALITY IN MUCH OF APAC:

Basic online shopping: product-focused It’s the micro moments: Deliver unique experiences that delight and enable loyalty, seamlessly, NOW.

Enable the purchasing decision: Deliver the best products to consumers – before they’ve even asked for them.

Be omnichannel: Stay connected and on, always.

 For a developing e-market, motivations for online shopping are hinged on “getting the basics right”; the product aspects need to be heightened in order to create a more compelling offer  … while the fulfilment aspects need to be worked out to minimise risks and disappointment.

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Going beyond the basics: creating an enhanced shopping experience is necessary to increase market share.  First, recreate the role of shopping as a social lubricant in the digital world.

• In highly globalised markets, expectations of online offerings can be raised by the ease of access to foreign luxuries in the local retail market  … next, enhance the in-store experience by bringing convenience, sensorials and by spoiling the shoppers.

• Also leverage online channels to consolidate expert advice, helping shoppers to make more informed decisions.  Finally, up the ante on online deals and promotions by constantly innovating to reward shoppers with the absolute thrill of getting the best bargains.

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4/4/2016 5:23:18 PM

NEWS ANALYSIS

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director in Accenture’s products operating group in Asia Pacific.

“The entire sales and marketing ecosystem is changing dramatically on the back of the new generation of consumers and pervasive digital technologies. In Asian markets the change is faster and in many cases it means leapfrogging the traditional models.”

The report estimates that retail sales across Asia Pacific’s booming consumer markets are on course to top US$10 trillion by 2018, with about one-quarter of that amount coming from digital commerce. In addition, using knowledge of consumer preferences and their evolving demands, leading disruptors in the market such as Alibaba have been adapting by reinventing and tailoring offerings to redefine the value chain and make the consumer their focal point.

The report identifies a number of steps that established CPG companies can take to seize growth opportunities and counter the threat of the new players: • Partnering with e-commerce platforms to reach new consumers/markets.

• Maximise value from cross-border e-commerce.

• Investing in brand building, with integrated marketing initiatives spanning online/offline.

• Adopting a “mobile first” approach.

• Integrating e-commerce initiatives with social platforms to engage consumers and build trust.

• Investigating opportunities for product

TOMORROW:

Smart lifestyle: integration-focused For Singapore, the future could lie in innovating toward a “sans hassle” experience; eliminating all the “unwanted” steps and compacting the process of shopping and taking care of their needs.

•

testing and product development through crowd-sourcing.

Leveraging insights from big data to enhance and fine-tune customer interactions across multiple touch-points.

The digital commerce opportunity for CPG companies Despite the market seeing some digital transformation by CPG companies, it is still not enough for many consumers. Accenture’s research shows consumers are not satisfied with their purchase journeys.

Today’s top “ask”, according to the report, is for a single platform where they can enjoy unique experiences that delight and enable their impulse decisions, receive tailored product recommendations that meet their desires immediately and where they are always connected to their favourite brands.

This represents an outstanding opportunity for traditional CPG companies to capture the next wave of growth. By focusing on providing stronger digital commerce they can bridge existing gaps in consumers’ purchase journeys and provide the seamless shopping experiences they’re looking for.

“Technology will continue to evolve and influence how consumers shop in the future,” Vacirca said. “By better using digital technologies, CPG companies can engage with consumers on a real-time basis, allowing the companies to provide the maximum value

 A personal “life” assistant for advanced e-commerce shoppers that enhances the fun of shopping and the mastery of life skills, while relieving the burden of chores and inconvenience.  Path to purchase phases easily triggered, accessed and completed from wherever and whenever at the most relevant life moments.

within the minimum time. This will, in turn, create opportunities for CPG companies to control the consumer buying experience of tomorrow.”

The research was launched at the Accenture Internet of Things (IoT) centre of excellence in Singapore. The centre brings market expertise, industry leading practices, leading-edge technologies and consumer research together to create an experience that empowers businesses to think differently about the future – from digital transformation and corporate strategy to IT, sales and marketing reinvention.

“The next generation of digital commerce is here, and consumer empowerment enabled by smarter technologies will change how we shop and make purchases,” Vacirca said.

“From the virtual reality room to its nextgeneration experience space, the Accenture IoT centre of excellence in Singapore helps businesses take advantage of the unprecedented opportunities that exist in the rapidly evolving digital marketplace.”

Accenture carried out a range of qualitative and quantitative research for this report. It included the creation of “online consumer communities” across China, Indonesia and Singapore to better understand e-commerce preferences, pain-points and motivations in relation to consumer goods and services purchases.

The communities were active from December 2015 to January 2016. In addition, Accenture hosted interviews with a sample of senior-level executives with a strong exposure to the CPG industry and desk research was used to complement this.

 The experience needs to be fully integrated and anticipatory to improve the fast-paced lifestyles of consumers to move the frontier of digital commerce.

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What does smart shopping mean to consumers in Singapore?

Efficiency is at the heart of the Singaporean shopper. They love simple, streamlined procedures. They want quick results with the best outcome and minimal waste of resources – in terms of money or product.

They seek hassle-free solutions that help them reach their desired outcomes with the fewest steps and least resources possible.

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The real currency of marketing now is the customer experience. And that’s what marketing decision-makers from McDonald’s, Comedy Central and RBS stressed at the Adobe Digital Summit, held at the Venetian in Las Vegas in front of more than 10,000 professionals.

Digital is a reality, but how brands create an exceptional customer experience in the digital as well as the physical realm will be critical to their success.

Digital marketing is in its third enterprise wave, explained Brad Rencher, GM and EVP of Adobe Digital Marketing. The first wave started as early as the 1960s when companies were forced to digitise their back offices. This was followed by the front office with CRM and sales.

The third phase is all about the experience.

“This has never been more important than now as we move into the experience economy,” he said, adding that marketers have historically been the nurturers of the customer experience.

The need for new experiences, coupled with the hyper-elevated customer expectation driven by mobile and IoT, is undoubtedly challenging for marketers. Today consumers expect to be known by organisations and be delivered an experience that is consistent, continuous and compelling.

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“This wave is about bringing people together and things they love and then getting out of the way. For marketers, it is now about doing our job so well that customers don’t know we exist,” he said.

Enterprises as a whole need to become experience-obsessed. Those who fail to do so will be called out publicly and loudly.

Quoting Moore’s Law, he added the digital experience and enhancement doubles every 18 months, and as such, consumers would also now expect an exponential improvement in their interaction with brands every 18 months.

Shantanu Narayen, CEO of Adobe, said all digital experiences need to be seamlessly provocative, personal and predictive in the experience era and they need to move into the physical world in industries such as retail, hospitality and automotive.

As augmented and virtual reality blur the lines between physical and digital, possibilities for brands have exploded. Design and aesthetics, therefore, have never been more important and complex than now.

“While digital experiences are on everybody’s mind, what is a challenge is making these imaginations into reality,” he said adding that Adobe believes a great experience starts with great content.

Beautiful design and eye-catching imagery have always had the power to move and educate and to inspire people to action and to build a great brand. Good content has the power to inspire. Getting content to the right person at the right place and time needs data.

“Robots will never do great marketing and human intuition can never be replaced, but we need to harness the power of computing. Man plus machine to work faster and smarter to make things happen,” he said.

Also taking the stage was Deborah Wahl, SVP and CMO of McDonald’s USA. Picking up from Rencher’s statement on the expectations of consumers improving every 18 months, she added that McDonald’s has been making significant strides to improve its services.

Currently, using Adobe Experience Manager, the fast-food giant decided to take a closer look at the data it found in its local stores’ Wi-Fi systems to create a more localised experience.

“It has been 18 months since we started investing from mass discussion to mass personalisation. We are off to a good start, but we have a long way to go,” she said.

Recent in fully embracing digital is one of the oldest English banks, RBS, whose client list includes the likes of the queen of England. Giles

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MCDONALD’S CMO: WHY DIGITAL TRANSFORMATION IS NOT AN EASY TASK McDonald’s USA is on a journey of complete digital transformation, but the journey is by no means an easy one, admits SVP and CMO Deborah Wahl.

Just 18 months ago, the company, which services 26 million customers daily in the US alone, had zero digital interaction with customers. In fact, the fast-food giant didn’t even own an app for the US market.

“Back then, the predominant way to order was over the counter,” she said.

That’s when McDonald’s decided to double down on its transformation. The transformation for the company meant changing everything – from food options, the service experience, brand perception and value to digital. While the first bite was into the food department, change for the company meant a complete overhaul.

“We are off to a good start, but we have a lot of things to do. There are so many different things to approach, including digital. That’s where we made a commitment to move from mass discussion to mass personalisation.”

Today, it has two million opportunities a month to respond directly to customers, and using Adobe’s marketing tools, the company is at a 10% response rate. The fast-food giant has also seen more than 10 million downloads over the past three months and also measures response time tightly.

Another challenge for the brand was blending physical with digital.

"The core tenets of McDonald’s is quality, service and convenience. The question for us, then, is how do we take those tenets into the virtual world as well. Our aim is to blend the digital and physical realm seamlessly so that our brand experience remains consistent.”

Coupled with its large global footprint, change isn’t easy. In digital there are a lot of shiny toys. What then does a company such as McDonald’s do? It steps back to “focus on timing and balance” in integrating new services or digital tools.

While moving into mobile payments early on in the game proved beneficial for the company, it ensures it takes calculated risks when jumping on the latest gadgets and tools available in market.

It also has a mention on social media every 1.5 seconds. This makes it almost imperative for McDonald’s to be part of those conversations and engage customers. The most important thing is having discipline, she says.

“For us, it is about what we can do first and where our biggest customer need is and solving that. That takes discipline because in marketing you love new ideas and always want to do something exciting,” she adds.

While McDonald’s does from time to time delve into innovative products such as its Virtual Happy Meal box at SxSW or working with car brand Ford for future drive-through initiatives to save consumers time, it is peeling back and now looking at day to day issues.

One such area where Adobe is assisting McDonald’s in is by using the Adobe Experience tool to see what consumers are saying about the brand on its Wi-Fi network. One market which this has been used in was Texas. From this, McDonald’s was also able to find that Texans really preferred local messaging and by tweaking its promotional offers the company saw a 350% increase in click-through.

There is so much incremental power in those little things versus the big thrilling new ideas. “Our tasks and teams are really focused on that day to day optimisation and areas that build the business,” she said.

Adobe paid for the journalist’s trip to Adobe Summit 2016, held in Las Vegas.

Richardson, head of analytics at RBS, explains that just a few years ago, the company would simply invest in digital without knowing how it was helping its strategic investment.

“We were terrible at digital … and 80% of whatever you do online probably doesn’t work,” he admits.

“What we needed to become was

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‘superstar DJs’ of digital, constantly pushing out content and monitoring it to see if it was working. Being agile to be able to optimise and constantly revising content was key,” he said.

Much like the superstar DJs, who would take control of the technology in-house, RBS’ digital team started building capabilities internally. The first step was dividing the digital

team into journey managers who mapped the customer experience from marketing to research and application.

It then decided to tag these customers to see if they followed through with the entire journey. With all the data collected, the company decided to democratise the data and see what consumers were best responding to.

“The solution for us was to test, learn and collaborate,” he said.

Finally, RBS had to optimise the data it had collected. For that, the brand decided to create “producer roles” and these producers were tasked to work within the Adobe marketing cloud to create the customer profiles and journeys from start to finish.

At the end of the day, data is the biggest disrupter within a business and marketers need to be fearless, he added.

Comedy Central was another client who found that to connect with its main target audience – 18 to 34-year-olds – embracing digital was a must. With Jon Stewart also leaving The Daily Show after 15 years in February, the network found itself in need of a new identity.

Walter Levitt, CMO of Comedy Central, said: “Our research showed that comedy was a way for 18 to 34-year-old men to build their personal brand by sharing content.

So after 25 years, we needed to reinvent ourselves and find out what this new era meant for us. We needed to be the social platform wherever Millennials were consuming our content.”

“We could no longer just be a TV network.

We need to be the favourite comedy brand.

As a marketer, it was the scariest and coolest opportunity.”

When the announcement of Trevor Noah was made to replace Stewart, the company’s data analysis showed the public was immensely interested in Noah, not only as the new host of The Daily Show, but also on his personal life and aspects not at all related to Comedy Central.

To pick up on this new buzz, the channel decided to create a series of hilarious YouTube videos starring Noah. He was on screen explaining personal issues such as who his girlfriend was or general facts about himself in a hilarious manner – building up anticipation of a brand new The Daily Show.

In this way the channel was able to effectively marry its data with creativity “Creativity is at the core for us at Comedy Central. When our creators make their content they try to come up with the funniest stuff.

From a marketing point of view, our connection and use of data has grown exponentially and we don’t start a campaign without data,” he added.

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BOLD AND BEAUTIFULLY CREATIVE: DON’T LET DATA PARALYSE YOU George Clooney, Abby Wambach, Cirque du Soleil and Mattel on what the collision of digital and physical mean for their businesses.

Rezwana Manjur writes.

At the heart of digital marketing is creativity and boldness, said John Mellor, EVP and general manager of digital media at Adobe Systems, on day two of the Adobe Summit 2016.

Without an emotional connection with consumers, data is absolutely meaningless.

While data can amplify or direct a sense of storytelling, ultimately a human approach is what counts.

As much as our jobs require more and more data, it is still just a piece of the puzzle.

Data alone is useless unless we can wrap

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content around it. It can be sterile and it is not emotional.

Stories evoke emotions and emotions drive change. But changing mere numbers to tell a story at scale is not easy. Despite having cutting-edge technology to spot trends and topics, data can still be hugely overwhelming for many.

In fact, a quick survey of the 10,000 attendees of the summit showed that 27% still felt that they were rookies with digital marketing skills and only 30% felt they were great at it. About 43% of people felt they had some

skills and their organisations were slow and steady when it came to adopting new digital technology.

So how do you refrain from getting dataparalysis?

No matter where your digital capabilities are, you just get down to business and get personal with the customer, Mellor said.

Getting to know them in an intimate manner changes awareness to experience and leads to an emotional connection. All that ultimately depends on how ready you are to be creative and personal in creating an experience.

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Make the first move Getting personal isn’t always about getting the consumer to open up. Sometimes, it is about opening up first. One example of a company which was ready to do so was Cirque du Soleil, which Mellor termed as “possibly one of the most creative and experience-led companies of all time”.

Creating an extravagant experience has always been at the heart of the company, but with the strips in Las Vegas getting more and more crowded and shows constantly drumming up noise for footfall, Cirque du Soleil felt that it would benefit more by turning the volume down. The brand decided to get more intimate with its consumers.

“Our product doesn’t translate [visually] onto other mediums easily,” said Alma Derricks, CMO of the company.

the role of a “packaging company”. To tackle this change, Mattel started to really listen to what consumers were saying. It listened into conversations between children, mothers and society as a whole.

Eventually, the brand realised it had to add more diversity. This began with changing Barbie’s skin and hair colour. Slowly, Barbie’s stiff heeled foot was changed into one which was flexible allowing for more permutations and combinations to the dolls’ styles. It also launched various body types such as plus size Barbie and petite Barbie.

Dickson added while it might seem daunting for companies set in their ways to make a change, sometimes big meaningful change doesn’t necessarily mean taking crazy risks. Sometimes, like for Barbie, these changes are somewhat easy to implement and make the

infiltrated the world of Hollywood.

For example, when casting a new face, metrics such as a social media following and so on come into play. Casting directors and playwrights often face the pressure of hiring an actress with a bigger following as compared to a more talented one. As a young talent this can help you, but it can also cloud your judgment.

Clooney added: “If those with the most Twitter followers were the biggest stars then Kim Kardashian would be Meryl Streep. I’m not knocking Kim Kardashian, but she has a large Twitter following.”

While all for advancement, Clooney however, is not the biggest fan of being on social media himself. He once even said: “I think anyone who is famous and is on Twitter is a moron.”While he stood by the statement, Clooney explained that in the offline world,

“If those with the most Twitter followers were the biggest stars then Kim Kardashian would be Meryl Streep. I’m not knocking Kim Kardashian, but she has a large Twitter following.”

One way the show decided to get more intimate with its consumers was by inviting them back stage to get to know its designers and musicians and telling their stories as well.

Recently, Cirque du Soleil launched its first ever half-day master class to teach dancing to the public. Derricks added the plan for Cirque du Soleil was to grow this into regular master classes to invite more of the public to get closer to the brand.

“It is a completely different way of engaging our customers from the past.”

Listening to change Meanwhile for Mattel, listening to its customers allowed the brand to win back the love of consumers. The brand recently went through revolutionary changes with its iconic Barbie dolls. Barbie had long lost her charms with a very dated look, admitted Richard Dickson, COO of Mattel. “Fear of messing up the most popular toy ever led to our silence and inaction.”

He added the company was fast taking

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product contemporary and relatable.

“We knew Barbie had a purpose, but what was critical was making those ideas relevant today.”

Seeing real change Media is another industry which has been heavily impacted by digital. Hollywood star George Clooney, who came on stage on the second day, shared that digital technology is helping filmmaking from remote parts of the world such as Pakistan and Iran. One simply has to look at the content made for the likes of Netflix to see the quality of storytelling has improved.

Moreover with TV no longer being the only dominating medium, the work out there available for young actors has increased exponentially.

“I think it is great for our industry and opens up a million different avenues of how to make and work in entertainment,” he said.

As with all things good, Clooney admitted there are some negative aspects that have

celebrities have greater control over their narratives, but online a small mistake can easily be amplified, adding that the speed of response on social media and responses “can kill you”.

American soccer star Abby Wambach, who is a tough advocate for equality, also added that armed with data, it is easier to bring hard evidence to the table and address issues such as the pay gap in the sporting world, which is still largely dominated by men.

Despite having a larger viewership compared with the 2014 FIFA World Cup, last year the winning team of the 2015 FIFA Women’s World Cup only took home US$2 million in prize money compared with Germany in 2014 bringing home US$35 million.

With data in hand, she added, there is more ways to fight to change the world.

On measuring success, she added: “Process is so much more important than the outcome.

“So I am personally not so focused all the time on the outcome and I believe if you put it out there, you will get back what you give.”

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WHAT LEGACY BRANDS CAN LEARN FROM BARBIE’S REVIVAL Richard Dickson, COO of Mattel, shares Barbie’s story at the 2016 Adobe Digital Marketing Summit. Rezwana Manjur reports.

If you are a legacy brand, how do you stay relevant at a time “cool” is just a thing of the moment?

That is the challenge many legacy brands face and one, most recently, faced by long-time toymaker Mattel.

Started in 1945, the brand’s founders initially thought of the business not just as a toy company, but as the image of the great American dream. The company was started in a humble garage in post-war California, the birthplace of many of today’s leading brands such as HP, Apple and even the classic band The Beach Boys. Creativity was in its genes.

“Mattel was design-led before anybody ever knew what it even meant. The big idea to come out of the garage in California wasn’t making toys, but rather it was about a mindset and a conviction that taking bold risks on insightful, thoughtful and innovative ideas would delight children, and as a result, build business,” said Richard Dickson, COO of Mattel

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at the 2016 Adobe Digital Marketing Summit.

With this vision in mind, the company launched the beloved Barbie doll in 1959. Not long after, Mattel went ahead to create the ideal car – Hot Wheels. Seeing the success of these toys, the company then added many other brands to its portfolio such as Polly Pocket, Bob the Builder and Thomas the Tank.

In its early days, Mattel was leading the pack in out-of-the-box thinking. In marketing as well, Mattel took on a daring stance. At a time where advertising was largely in newspapers, Mattel looked beyond this format and ventured into television. It soon became one of the first consistent national advertisers more than 60 years ago.

“Our founders didn’t know if TV would work, but they believed in the power of this new medium. Our founders engaged children with brands long before anybody actually talked about a content strategy.”

In fact, the founders of Mattel, Harold

Matson, Elliot Handler and Ruth Handler, were so forward thinking that in 1955 Mattel formed a partnership with Walt Disney, who was a fellow Californian entrepreneur, to sponsor the Mickey Mouse Club TV series.

While this mindset of working with likeminded creative entrepreneurs is still pretty much a part of its DNA, over the course of time, growth for the business plateaued.

“At some point we stopped looking to the future as we had before. We became near sighted, failing to recognise how fast our business was changing.”

As time passed and the speed of change and competition kept growing, the simple act of playing had evolved from an activity of entertainment to one of education and purpose.

The business was changing simply because the term “play” was changing with toys, games, media and content all seamlessly converging in children’s minds.

The company faced competition from

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not only other toy companies, but also media and technology brands. Companies were essentially competing for the consumers’ time and eyeballs, and the new and daring 30-second TV spots Mattel was proud of, became “traditional”.

In a world where everyone was looking to omni-channel strategies, Mattel was lost. Its performance was suffering.

Mattel had devolved from an innovative goods company to a packaged goods company, said Dickson. “We repeated what worked instead of fearing the status quo. We mistook acting creative as being creating and our ideas lacked purpose.”

Everyone from the media to consumers noticed. The company was now cornered into thinking of a new way forward and finding a way to pull out of its gloom and back on its initial path to glory.

was the only way out”.

Barbie had to, overnight, engage and reengage the everyday consciousness of girls and mums in record speed. For Barbie to succeed, girls had to love her again.

Getting some love for Barbie Mattel developed a very ambitious strategic plan for the Barbie brand. It began with a big, yet meaningful change, which was relatively easy to execute.

The Barbie brand introduced a diversity revolution with more than 20 different skin tones, hair colours and textures, facial features and styles – a far cry from the dated model. The dolls were made to reflect the complex world girls live in and see today.

Barbie was even given a flexible foot to further contemporise the brand, while giving it a whole new fashion sense for girls to play with.

agenda of making the biggest change for Barbie head-on and to do so thoughtfully.

Carefully, the brand delved into more extensive research, data and real-life conversations with both children and mothers which led to the creation of a whole new range of Barbies with numerous body shapes and sizes. Barbies were now curvy, petite, tall and many other sizes, along with the original doll.

The cultural significance of this warranted a TIME magazine cover story, and for the first time, Barbie became a trending topic.

Celebrities everywhere showered the brand with praise and support of the move and were conversing on Barbie’s new look.

“This was content money just couldn’t buy.”

Going forward Learning from Barbie’s success, Mattel was sure that being a leader in a fast-moving ever-

“At some point we stopped looking to the future as we had before.

We became near sighted, failing to recognise how fast our business was changing.”

“I believe the most valuable form of invention is the reinvention. We needed to question everything we were doing, embrace uncertainty and relentlessly experiment.”

The reinvention of Barbie With so many toy brands under its belt, Mattel decided that Barbie was in the greatest need of a revamp. For Mattel there was no greater challenge as Barbie had long lost her sparkle, despite at one point being one of the most valuable kid brands in the world.

Quarter after quarter the brand saw a decline in sales, and it was devastating to see Barbie losing its purpose. This lack of purpose led to Barbie’s initial empowerment messages being diluted to becoming too broad and unfocused. Not knowing what Barbie stood for – or didn’t – made brand decision-making hard and inconsistent.

“We needed to reboot Barbie without losing what made her great in the first place.

The critical challenge was making what Barbie stood for relevant to girls today, 57 years later.”

The brand began by listening to consumers – children, mothers and society. It eavesdropped intently into what everyone was saying about Barbie because “rapid relevance

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She was also given a voice and the ability to talk with the “Hello Barbie” series and was featured on TIME magazine as the new-age artificial intelligence.

“We had created brand content by product innovation.”

In a bid to engage mums, and reframe the image of the brand in the eyes of mums, Mattel also launched a campaign which showed girls had the power to dream and create their own futures and it all started at a young age when they played with their babies.

The biggest change for Barbie The impact of the ad gave Mattel the confidence to take on its boldest step yet: change the fundamental appearance of the most iconic product.

Barbie’s figure has long been the centre of attention and dispute by many in the modern era. Mattel, on the matter, has largely remained silent, which Dickson said was often perceived as resistance.

The reality is that Mattel understood, but the fear of making a mistake of messing up the most popular toy ever led to silence and inaction. Now armed with a new-found confidence, Mattel was ready to take its new

changing industry required innovation. This led to the creation of “The Toy Box” – an all-new innovations engine within Mattel.

The Toy Box was an open-to-all suggestion box – in the belief that the greatest idea can come from anyone at any time. With the Toy Box, Mattel hopes to encourage entrepreneurial thinking and structure among its employees, all the while putting design and creativity at the heart of innovation. With this new structure in place, Mattel is now also revisiting many of its legacy brands and products and taking a creative and innovative approach.

“We are applying, with prescription as an individualised formula, to accelerate every brand and create a new culture at Mattel.”

A culture which strongly emphasises on creative sharing, global ideation and speed. He added for legacy companies such as Mattel, products need to constantly be innovated and re-innovated to continue being relevant. To move your brand forward, you have to find out what made you special in the first place.

Ask yourself: “What was your secret sauce?”

Adobe paid for the journalist’s trip to Adobe Summit 2016, held in Las Vegas.

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FINTAN KNIGHT, GLOBAL DIRECTOR OF SALES LES AND MARKETING AT ROLLS-ROYCE, SHARES ES WITH REZWANA MANJUR WHY HAVING A STRONG MARKETING CONCEPT BEFORE HEADING INTO ENGINEERING IS WINNING HALF THE BATTLE.

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The turn of the 20th century brought together two distinct individuals from two very different walks of life.

On 4 May 1904, the affluent and daring Charles Stewart Rolls met the hardworking and experimental Henry Royce in Manchester as Royce drove his first 10hp motor car into town.

Legend has it that within minutes of seeing Royce’s twin-cylinder 10hp, the already established daredevil motorist Rolls knew he had found what he was looking for in an engine. He agreed on the spot to sell as many motor cars as Royce could build, thus leading to the birth of today’s ultra-luxurious automobile brand.

While critics say the brand, now 112 years old, is not big on innovation, its global director of sales and marketing Fintan Knight believes otherwise.

Rolls was an experimenter, Royce an inventor and Eleanor Velasco Thornton was the glamorous muse that now sits at the front of every car.

“We are an ideas company and these traits are very much at the heart of the innovation economy and in modern day luxury,” Knight says.

However, although contemporary and timeless, Rolls-Royce needed to bring forth its narrative across all its communications.

“We allowed our narrative to become dusty over the years, but in last three years we are modernising the brand and the story of Henry, Charles and Eleanor. We have always been sexy, cool and luxurious and going forward with our ad executions we will look to showcase these attributes more,” Knight says.

The choice to put forth these attributes also comes as the brand sees

the average age of customers dropping from 53 to 45. While once, the archetype Rolls-Royce customer used to be a captain of industry who sat in boardrooms, now that trend has changed to include more innovators or entertainment entrepreneurs to alpha females.

“We were being let down in the past. Even just five years ago people would say this is my father’s car or my grandfather’s car,” he says, adding that it was a shame because of the enthusiasm and technology that goes into building the vehicles.

But innovation for the brand is not simply about creating a new cool gadget or adding on a feature. Instead, it’s in the engineering of the product.

While marketers are often told to find ways to market a product after it has been created, for Rolls-Royce, it is the reverse.

“We start with a strong marketing concept and idea of what a Rolls-Royce vehicle should be and represent before heading into engineering,” he says.

“It would be very easy to talk about gear box and engine and brakes, but we need to start with a solid concept and everything else fits very logically.”

The convergence of digital and luxury To keep up with its younger audiences, the brand has also now become immensely active on social media – and it has paid off. Content and access are also vital when you want to play in these areas.

In 2015, the company’s combined social media community grew by

“IT WOULD BE VERY EASY TO TALK ABOUT GEAR BOX AND ENGINE AND BRAKES, BUT WE NEED TO START WITH A SOLID CONCEPT AND EVERYTHING ELSE FITS VERY LOGICALLY.”

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PROFILE

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“ DIGITAL TECH IS A GREAT WAY TO INSPIRE AND ENTERTAIN CLIENTS AND FUTURE PROSPECTS WITH IDEAS. LUXURY BRANDS SHOULD NOT BE AFRAID OF DIGITAL.” 125% YOY to 6,312,005. The bulk of this growth came from Instagram which registered a 740% YOY growth to 798,767 followers by year end.

In February 2016, Rolls-Royce crossed the one million mark. All this was relatively quick given the brand had taken up social media at the tail end of 2011.

“It is a shame to keep our brand and character and ambition a secret.

Digital tech is a great way to inspire and entertain clients and future prospects with ideas. Luxury brands should not be afraid of digital,” he says.

However, what marketers must remember is to have all of these initiatives culminate into real experiences for the clients – while keeping to its exclusivity and intimacy.

“Many clients enjoy the recognition they gain from those who regard their purchases as an intelligent choice. We’re a brand that people love to associate themselves with. So digital is not a replacement for our luxury lifestyle, but an enhancement of the luxury experience,” he says.

And no doubt when it comes to both wealth and digital, Asia Pacific is fast moving into a leadership position.

“The APAC region is fast developing into a powerhouse and the wealth generated here is having a great influence in the west and Europe and America and we can feel it happening.”

Knight’s role sees him lead 230 people globally. Half of them sit in the headquarters in the UK and the rest in regional positions. A large part of wearing the global marketing and sales es hat sees him travelling extensively.

But for Knight, APAC is a region he feelss comfortable with having

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lived in Singapore for two years in the late 1990s working with German carmaker Audi.

“Singapore is our regional headquarters and to me, it is the Switzerland of Asia Pacific.”

With 13 direct reports under him, he is very conscious of managing his time and while he tries to divide his time up reasonably equally between the sales, marketing and ownership services team, the innovation side of things steal his attention a lot of the time.

“Rolls-Royce also has a number of innovative projects where I end up spending more time than I should, but there are more than eight hours in a day so I make sure to find time for all,” he adds smiling.

To be a successful marketer of a brand of the future, adds Knight, one needs to find a connection between his/her own personal mission in life and the company’s mission. Unfortunately, much of the marketing in the automotive industry, says Knight, is mediocre.

“I don’t think the automotive industry is much better than average when it comes to marketing.”

The industry, he says, is uniformly run by either engineers or finance folks who are fascinated by the hardware.

“Hardware is constantly put up front and centre in the industry, sometimes quite rightly, but the industry is still a little bit dumb about the rest such as packaging and selling a dream,” he says.

“In the future I believe auto marketing will become a lot more multidimensional and experiential over time. The digital world will help that; it will be a major transformation, as brandss begin begin to speak to clients directly.”

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A+M magazine’s regional PR Awards saw major corporations recognised for the top PR campaigns in Southeast Asia. Among a 400-strong crowd, SG50 and Tate Anzur bagged top glory at our third annual PR Awards 2016.

Here is the list of the judges and winners for the big night.

JUDGING PANEL Darshini M. Nathan, head of corporate communications, AIA Malaysia Crystal Seah, senior vice-president and head of group communications, Ascendas-Singbridge Cheryl Lim, head of branding and communications, AXA Singapore Puspa Marina Omar, senior vice-president and head of strategic communications, Bank Simpanan Nasional Lynn Ong, head of communications, Asia Pacific, crop science, Bayer Jane Chang, head of marketing communications, Chan Brothers Travel Harikumar Rajasekharan, vice-president of communications, CSR and public affairs – APAC, Deutsche Bank Alicia Seah, director of marketing communications, Dynasty Travel International Judy Yap, head of brand and communications, Eastspring Investments Frazer Neo Macken, vice-president of communications, APAC, Electrolux Asia Pacific Donna V. Ferro, head of marketing communications and PR, Epson Philippines Corporation Joanna Ong, vice-president of corporate communications, Asia Pacific, Hilton Worldwide Choong Fong-Ling, communications director, Johnson Controls Holdings Shweta Shukla, director of communications and government affairs – Asia Pacific, Kimberly-Clark Lisa Williamson, vice-president of communications, Marina Bay Sands Janice Azupardo, regional vice-president of branding and communications, Meritus Hotels & Resorts Yvonne Koh, director, head of communications, APAC, PayPal Singapore Noor Yang Azwar Kamarudin, director of corporate affairs, health and value (Malaysia/Brunei), Pfizer Chan Hse May, head of communications, APAC, Skyscanner Patrick Nathan, vice-president, corporate information and communications, SMRT Audrey Mok, general manager and head of corporate communications, Sony Electronics Asia Pacific Divya Anand, global communications director, Tata Communications Maranda Barnes, director of corporate communications and business development and co-founder, TWG Tea Company Duangmanee (Apple) Yantawattana, director of public relations and marketing communications, W Bangkok W W W .MA R KET ING - INT ERAC TIVE . COM

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SG50, TATE ANZUR CROWNED OVERALL WINNERS AT PR AWARDS 2016

Tate Anzur retained its title as the top PR agency at A+M magazine’s PR Awards 2016 after being named “PR Awards Champion – Agency” for the second time in the awards’ three-year history.

Meanwhile, SG50 took home the top brand title, narrowly beating Changi Airport Group (Singapore) in a closely fought competition.

Tate Anzur took home three gold, two silver and two bronze awards for campaigns that included SG50’s “SG Heart Map” and National Museum of Singapore’s “Singapore Night Festival”.

The agency’s road to overall victory wasn’t an easy one though, with previous champion

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Golin Singapore putting up a good close fight, winning eight trophies that included a gold for the campaign “Create Your Taste”.

Meanwhile, overall brand champion SG50 won big, riding high on the hype surrounding Singapore’s 50th year of independence celebrations. Its “SG Heart Map” campaign swept three gold awards.

Runner-up Changi Airport Group (Singapore) clinched two gold and two silver awards, missing the overall title by a deficit of one gold award.

Other winners at this year’s awards included A+E Networks Asia, Jetstar Asia, LEGO Singapore, PETRONAS, Unilever,

among others. A total of 92 trophies were handed out.

Entries were judged under intense scrutiny by a jury that consisted of senior PR and communications professionals from brands in the region that included AIA Malaysia, Electrolux Asia Pacific, Epson Philippines, Kimberly-Clark, W Bangkok and more.

Nearly 400 PR practitioners from both agencies and brands across Southeast Asia were present at the Shangri-la Hotel Singapore.

The PR Awards 2016 was supported by partners Peroni Nastro Azzurro, Cellarmasters Wine and Graphiss Productions.

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BEST B2B PR CAMPAIGN

BEST CONSUMER PR CAMPAIGN

GOLD Client: Scoot Brand: Scoot Campaign: Scoot Inspiring Spirit Agency: Saatchi & Saatchi

GOLD Client: Jetstar Asia Brand: NIL Campaign: Love is in the Zodiac Pair Agency: AKA Asia

SILVER Client: Panasonic Brand: NIL Campaign: Factory Fresh Veggies Agency: Golin Singapore

SILVER Client: Unilever Philippines Brand: Closeup Philippines Campaign: Closeup Forever Summer 2015 Agency: One Digital Media Group

BRONZE Client: CenturyLink Asia Pacific Brand: NIL Campaign: Leaving Footprints in the Cloud Agency: The Hoffman Agency Asia Pacific

BRONZE Client: EVA Air Brand: NIL Campaign: EVA Air Hello Kitty Jet Launch Agency: Asia PR Werkz

BEST CRISIS MANAGEMENT

BEST CSR COMMUNICATIONS

GOLD Client: Jollibee Foods Corporation Brand: Chowking Campaign: From Brand Boycott to Brand Love Agency: NuWorks Interactive Labs, Inc

GOLD Client: Unilever Philippines Brand: Domex Campaign: WORLD TOILET DAY 2015: How Unilever Philippines advocated proper toilet sanitation to eliminate disease Agency: Stratworks

SILVER

SILVER

Client: Scoot Brand: Scoot Campaign: Scoot Inspiring Spirit Agency: Saatchi & Saatchi

Client: Coca-Cola Brand: NIL Campaign: The Happiness Cycle Agency: Adhesive PR

BRONZE

BRONZE

Client: Compass Group Singapore Brand: NIL Campaign: Crisis Management of Halal Food Incident Agency: Hill+Knowlton Strategies

Client: Unilever Singapore Brand: Ben & Jerry’s Campaign: Diverse-City Trails Powered By Ben & Jerry’s Agency: Golin Singapore

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BEST DIGITAL COMMUNICATION STRATEGY

BEST EMPLOYEE ENGAGEMENT/INTERNAL COMMUNICATIONS

GOLD Client: SG50 Brand: NIL Campaign: SG Heart Map Agency: Tate Anzur

GOLD Client: SAP APJ Brand: NIL Campaign: Our Simple Agencies: BlueCurrent Group, FleishmanHillard Singapore

SILVER

SILVER

Client: Unilever Brand: Lux Campaign: A Fine Fragrance Disruption in the Philippines – The Launch of Lux Agencies: Golin, Bridges PR, 1DMG

Client: Universal McCann Brand: NIL Campaign: #1intheworld Agency: NIL

BRONZE

BRONZE

Client: KASKUS Brand: NIL Campaign: KASKUS Cendolin Indonesia Agency: NIL

Client: K & N Kenanga Holdings Brand: NIL Campaign: Back to School Donation Drive & Aid for Employees and/or Immediate Families Affected by Recent Flood Agency: NIL

BEST ENGAGEMENT FOR A TARGETED COMMUNITY

BEST EVENT-LED PR CAMPAIGN

GOLD Client: Qatar Airways Brand: Qatar Airways A380 Campaign: Landed A380 in Thailand Agency: Dentsu Media Thailand

GOLD Client: Audi Singapore Brand: Audi Campaign: Audi Presents “A Drive Back in Time” Agency: Publicis Singapore

SILVER

SILVER

Client: DBS Brand: NIL Campaign: LinkedIn Showcase Page for Working Capital Advisory Agency: Text100 Singapore

Client: adidas Brand: adidas Bodycare – Coty Inc. Campaign: The Running Man with a Cause Agency: Vibes Communications (Malaysia)

BRONZE

BRONZE

Client: IKEA Brand: NIL Campaign: IKEA Young Designer Award Agency: Huntington Communications

Client: Singapore International Film Festival Brand: NIL Campaign: 26th Singapore International Film Festival Agency: Tate Anzur

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BEST GOVERNMENT SECTOR PR CAMPAIGN

BEST INSIGHTS-DRIVEN PR CAMPAIGN

GOLD

GOLD

Client: SMRT Corporation Limited Brand: NIL Campaign: SMRT Rail Transformation Campaign Agency: NIL

Client: Microsoft Asia Pacific Brand: NIL Campaign: Enabling the New World of Work in Asia Agency: IN.FOM

SILVER

SILVER

Client: National Museum of Singapore Brand: NIL Campaign: Singapore Night Festival Agency: Tate Anzur

Client: McDonald’s Singapore Brand: NIL Campaign: Create Your Taste Agency: Golin Singapore

BRONZE

BRONZE

Client: National Gallery Singapore Brand: NIL Campaign: National Gallery Singapore Launch Agency: Burson-Marsteller (SEA)

Client: K & N Kenanga Holdings Berhad Brand: NIL Campaign: KenTrade Trading Challenge II Agency: NIL

BEST INVESTOR RELATIONS CAMPAIGN

BEST MEDIA RELATIONS CAMPAIGN

GOLD Client: Riverstone Holdings Limited (Riverstone) Brand: NIL Campaign: Riverstone IR programme – Unlocking intrinsic corporate value Agency: Financial PR

GOLD Client: A+E Networks Asia Brand: Lifetime Campaign: MasterChef Asia 2015 Agency: Strategic Public Relations Group, Singapore

SILVER

SILVER

Client: China Aviation Oil (Singapore) Corporation Brand: NIL Campaign: CAO – Soaring Above All Odds Agencies: Citigate Dewe Rogerson, i.MAGE

Client: Nanyang Technological University, Singapore Brand: NIL Campaign: NO BOTS ABOUT IT NADINE IS A HIT FOR NTU SINGAPORE Agency: NIL

BRONZE

BRONZE

Client: Jumbo Group Limited Brand: NIL Campaign: Winning Recipe for a Chilli-Hot IPO Agencies: Citigate Dewe Rogerson, i.MAGE

Client: Orchard Road Business Association Brand: Pedestrian Night Campaign: Creating buy-in for Pedestrian Night Agency: Ninemer Public Relations

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BEST PR CAMPAIGN – CONSUMER

BEST PR CAMPAIGN – FOOD AND BEVERAGE

GOLD Client: LEGO Singapore Brand: NIL Campaign: LEGO SG50: Rebuild Your Memories Agency: iris Singapore

GOLD Client: McDonald’s Singapore Brand: NIL Campaign: Create Your Taste Agency: Golin Singapore

SILVER

SILVER

Client: Kao Singapore Brand: Biore Campaign: Biore: Growing with you Agency: Ninemer Public Relations

Client: Panasonic Brand: Veggie Life Campaign: Factory Fresh Veggies – Launch of Veggie Life Agency: Golin Singapore

BRONZE

BRONZE

Client: Unilever Singapore Brand: Cornetto Campaign: Cornetto Shake it Off Battle Agency: Golin Singapore

Client: CÉ LA VI Singapore Brand: NIL Campaign: CÉ LA VI Singapore Sky High Brunch Agency: DeVries Global

BEST PR CAMPAIGN – LIFESTYLE

BEST PR CAMPAIGN – LUXURY

GOLD Client: EVA Air Brand: NIL Campaign: EVA Air Hello Kitty Jet Launch Agency: Asia PR Werkz

GOLD Client: Procter & Gamble Brand: SK-II Campaign: SK-II #changedestiny Indonesia Agency: Proximity Indonesia

SILVER

SILVER

Client: Blackmores Singapore Brand: NIL Campaign: The Wellness Tribes Campaign Agency: Edelman Public Relations Worldwide

Client: William Grant & Sons Brand: Glenfiddich Campaign: Valley of the Deer Agencies: Ketchum, Text100 Malaysia, GOODSTUPH

BRONZE

BRONZE

Client: Heritage R Brand: NIL Campaign: 45r Agency: Touch PR & Events

Client: RAM PACIFIC Brand: RIMOWA Campaign: RIMOWA X ART Agency: Vibes Communications

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BEST PR CAMPAIGN – PUBLIC SERVICES

BEST PR CAMPAIGN BY AN IN-HOUSE COMMUNICATIONS TEAM

GOLD Client: Sport Singapore Brand: NIL Campaign: One Team Singapore Agency: Weber Shandwick

GOLD

SILVER

SILVER

Client: Centre For Fathering Brand: NIL Campaign: Raising the Profile of the Centre for Fathering Agency: Huntington Communications

Client: SMRT Corporation Limited Brand: NIL Campaign: SMRT We’re Working On It Campaign Agency: NIL

BRONZE

BRONZE

Client: SMRT Corporation Limited Brand: NIL Campaign: SMRT Rail Transformation Campaign Agency: NIL

Client: Wildlife Reserves Singapore Brand: Singapore Zoo Campaign: Koalamania at Singapore Zoo Agency: NIL

BEST PR IDEA

Client: Changi Airport Group (Singapore) Brand: NIL Campaign: Star Wars at Changi Agency: NIL

BEST PR-LED INTEGRATED COMMUNICATIONS

GOLD Client: SG50 Brand: NIL Campaign: SG Heart Map Agency: Tate Anzur

GOLD Client: Scoot Brand: Scoot Campaign: Scoot Inspiring Spirit Agency: Saatchi & Saatchi

SILVER

SILVER

Client: Jetstar Asia Brand: NIL Campaign: December Baby Agency: AKA Asia

Client: Chuan Pictures Brand: NIL Campaign: 7 Letters Agency: Tate Anzur

BRONZE

BRONZE

Client: Chuan Pictures Brand: NIL Campaign: 7 Letters Agency: Tate Anzur

Client: LEGO Singapore Brand: NIL Campaign: LEGO SG50: Rebuild Your Memories Agency: iris Singapore

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BEST PRODUCT LAUNCH PR CAMPAIGN

BEST PRODUCT RE-LAUNCH PR CAMPAIGN

Client: SHARP Brand: SHARP Campaign: Stay SHARP In The Haze Agency: Cohn & Wolfe Singapore

GOLD Client: GrabTaxi Brand: NIL Campaign: Introducing GrabCar to Singapore Agency: Ruder Finn Asia

SILVER

SILVER

Client: Bugaboo Brand: NIL Campaign: Bugaboo + Van Gogh Agency: AKA Asia

Client: NTUC Club Brand: D’Resort Campaign: Launch of D’Resort Agency: Asia PR Werkz

BRONZE

BRONZE

Client: RAM PACIFIC Brand: RIMOWA Campaign: RIMOWA Bossa Nova Agency: Vibes Communications

Client: Science Centre Singapore Brand: Snow City Campaign: Snow City Re-launch: Arctic Avengers Agency: Golin Singapore

GOLD

BEST SPORTS PR CAMPAIGN

BEST USE OF BLOGGERS

GOLD Client: Sport Singapore Brand: NIL Campaign: 28th SEA Games Agency: Weber Shandwick

GOLD Client: Unilever Brand: Closeup Campaign: Closeup Cupid Games Agency: salt communications

SILVER

SILVER

Client: Sport Singapore Brand: NIL Campaign: 8th ASEAN Para Games Agency: Weber Shandwick

Client: Changi Airport Group (Singapore) Brand: NIL Campaign: #ChangiBarepackers – Do you dare to travel bare?

Agency: Ketchum Singapore

BRONZE

BRONZE

Client: Unilever Indonesia Brand: CLEAR Campaign: CLEAR Ayo! Indonesia Bisa Academy 2015 Agency: Pulse Communications

Client: Cebu Pacific Air Brand: NIL Campaign: The #CEBjuanderers Challenge Agency: Ketchum Singapore

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BEST USE OF BROADCAST/VIDEO

BEST USE OF CONTENT

GOLD Client: Petroliam Nasional Berhad Brand: PETRONAS Campaign: Akrab – Merdeka & Malaysia Day 2015 Agency: Leo Burnett/ARC Worldwide

GOLD Client: LEGO Singapore Brand: NIL Campaign: LEGO SG50: Rebuild Your Memories Agency: iris Singapore

SILVER

SILVER

Client: Stayz Brand: NIL Campaign: Stayz Dogumentary Agency: Adhesive PR

Client: Petroliam Nasional Berhad Brand: PETRONAS Campaign: #tanahairku Agency: dnaCOMM

BRONZE

BRONZE

Client: Unilever Philippines Brand: Lady’s Choice Campaign: Lady’s Choice Reunion Surprise Agency: Ogilvy & Mather Philippines

Client: Jetstar Asia Brand: NIL Campaign: December Baby Agency: AKA Asia

BEST USE OF INFLUENCERS

BEST USE OF SOCIAL MEDIA

GOLD Client: SG50 Brand: NIL Campaign: SG Heart Map Agency: Tate Anzur

GOLD Client: BSN Brand: NIL Campaign: Kucing Happy Agency: Fishermen Integrated

SILVER

SILVER

Client: Universal McCann Brand: NIL Campaign: #1intheworld Agency: NIL

Client: Changi Airport Group (Singapore) Brand: NIL Campaign: Star Wars at Changi Agency: NIL

BRONZE

BRONZE

Client: Unilever Brand: Lux Campaign: A Fine Fragrance Disruption in the Philippines – The Launch of Lux Agencies: Golin, Bridges PR, 1DMG

Client: LEGOLAND Malaysia Resort Brand: NIL Campaign: LEGOLAND Malaysia Holiday Extravaganza 2015 Agency: The Hoffman Agency Asia Pacific

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BEST USE OF TECHNOLOGY

MOST CREATIVE PR STUNT

GOLD Client: William Grant & Sons Brand: Glenfiddich Campaign: Valley of the Deer Agencies: Ketchum, Text100 Malaysia, GOODSTUPH

GOLD Client: Changi Airport Group (Singapore) Brand: NIL Campaign: Star Wars at Changi Agency: NIL

SILVER

SILVER

Client: Singapore Kindness Movement Brand: NIL Campaign: ImagiNation Agency: Strategic Public Relations Group, Singapore

Client: Stayz Brand: NIL Campaign: Stayz Christmas Shopping Sleepover Agency: Adhesive PR

BRONZE

BRONZE

Client: Science Centre Singapore Brand: NIL Campaign: E3: E-mmersive Experiential Environments Agency: Golin Singapore

Client: Nanyang Technological University, Singapore Brand: NIL Campaign: NO BOTS ABOUT IT NADINE IS A HIT FOR NTU SINGAPORE Agency: NIL

THE PR AWARDS WILL BE BACK NEXT YEAR, STAY TUNED! 3 2 advertising + m a r ke t i ng | A P R I L 201 6

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LAST WORD

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A VERY HONEST AGENCY WEBSITE – IF IT EXISTED It doesn’t get better than this.

A good dose of humour: Zulu Alpha Kilo has hit the mark with its latest parody spot on agency websites.

Zulu Alpha Kilo has done it again with its latest parody spot on agency websites.

The site pokes fun at the “sameness” of every agency’s website.

It features Zulu’s fictional co-founders Frank Zulu, chief executive and executive officer; Marcus Alpha, ultra chief creative director officer; and Katherine Kilo, VP of strategic and strategy officer in charge of everything.

“Every agency website essentially says the same thing. So we decided to poke a little fun at the sameness of the industry with our Mocku-site,” said Zak Mroueh, chief creative officer and founder.

Highlights include the agency’s culture (including daily nap times) and news of Zulu’s latest coup – landing the Glen’s Pet supply store account.

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Proprietary strategic methodologies are skewered on the site. Zulu’s fictional “revolutionary” strategic process called Holist-i-think includes how to “focus group test the best sandwich bread for catered meetings”.

The site also features Zulu’s revolutionary creative approach to B2B – using stock handshake photos.

The new site replaces the “real” Zulu Alpha Kilo’s simplistic original website that contained no address, phone number or information about senior management. The agency is using the new site as a chance to create entertaining content, albeit fictional.

All production was handled through Zulu’s content creation division zulubot.

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