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編者的話

EDS LETTER

CAN SNAPCHAT SNAP OUT OF ITS TROUBLES? Snapchat 㢘╜プ䰉朢❝虚

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 Director 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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Snap has lost US$15 billion in market cap. Its growth rate in daily active users is said to be “disappointing” and its share price has gone below its IPO price to about US$15. Morgan Stanley – the very same firm that handled said IPO – stated “we have been wrong about Snap’s ability to innovate and improve its ad product this year”. Headlines have decried Snap’s “plunging share price”. Publishers are routinely “forgetting” about Snapchat when it comes to their social media profiles – even though they might not always admit it. Influencers – or KOLs – are far more infatuated with Instagram than they are with Snapchat. And why wouldn’t they be? It’s now essentially the same product with few differences. Still, 166 million users is nothing to sneeze at, especially considering Snapchat’s popularity among two of marketing’s favourite age demographics – Gen Y and Z. The end user that does use Snapchat over Instagram is probably a bit more loyal to it – and in its defence, some of Instagram’s best features were pioneered by Snapchat. Snapchat’s unfailing focus on the end user is absolutely commendable in a “build-it-andthey-will-come” sort of way, but if that end user doesn’t convert into customers for advertisers, it can quickly de-escalate into problematic cash flow. And if your biggest competitor then copies the features your end users love so much … But let’s not get too sucked into the media hype – maybe Snapchat will rebound and figure out a way to monetise its loyal user base. A volatile stock price for a young public company is not that unusual; after all, Facebook’s shares were far from a safe bet in the months after they went public. Enjoy the read.

SnapᏌᎴ150↝ᡱፅᏕᣚᅗᗥ፶ᬈ᠖✰ᏸ፮ᛵ↾ᜳ 䔖㙩尹Ӂ⁳⁉⫀㢪ӂ虇到⊈彛䧃ᾙ⾑⊈厂15 儝⋒⽵ ▂虇埤䖕封⋻▇ᾙ⾑㫼⑨䠓㗸㧈⩺Ὲ⎸姷䫉處ӁSnap ⁙〃䠓ひ◙䚱♐␄㜿╙ⓖ亩劌␪⁳㎠↠⪶彛䣋数Ҹӂ 㜿凭榼䏗⧀䯀SnapӁ到⊈㕡㷃ӂҸ ⋶ⵈ䠋⾒⛕伢⿇Ӂㅧ宧ӂ⢷⌅䫍″Ⱑ汣幖㜨ᾼ 㕟╙Snapchat⿂埮虇⊧䴰⁥↠╾劌ᾜ槧㐎尜Ҹ䢇㵣

Snapchat虇佁五㎥KOL㢃憆㎏InstagramҸ憨ᾏ灭 抌ᾜ⎉⫖虇⡯䉉⋸冔䖍㟑⦉㢻ᾙ㞾䢇▛䠓䚱♐虇⽽⎴ ㄗ⶞Ҹ 䋅军虇Snapchat㙐㢘1.66 ⊓䚷㏅虇军ᾣⶳ⌅╦ Yᾥ⁲╙Zᾥ⁲㳰慝虇⵵␪ᾜⵈㆌ嬥Ҹ㓷 Instagram ╥ Snapchat 䠓仑䱾䚷㏅╾劌㢃␯ㅯ⵵虇军ᾣ冐⵵ 尹虇Instagram䠓ᾏ‪㢏ℂ␮劌抌㞾䛀Snapchat㏏ 朚␄䠓Ҹ

Snapchat䭘㐎Ӂ⇩⎉ℕ虇ⴱ㏅ⷀ㢒ℕӂ䠓㋚〵虇 ⶜仑䱾䚷㏅⭚仑⬑ᾏ䠓杫㹷㞾棭⿇⇋ㄦ崩㕩䠓虇⃕ ⬑㤫仑䱾䚷㏅ᾜ劌惘⒥䉉ひ◙ⴱ㏅䠓槶ⴱ虇戲灋ㄗ ㅺⅎ㢒⎉䖍幖捠䠓⛞槛Ҹ军⬑㤫⃯䠓㢏⪶䲅䎼⶜㏚ 样ㄛ媖媌⃯䠓仑䱾䚷㏅㢏✫㊪䠓␮劌䠓尀/// ⃕㎠↠ᾜ嬐懝〵⇞ⅰⰡ汣䠓䈡⃫虇Snapchat㎥ 寀㢒╜プ虇᾵㐍⎿㝈㹤⢷⌅ㅯ⵵䚷㏅怺ᾙ庉撱Ҹᾏⵅ 〃悤䠓ᾙ⾑⋻▇⎉䖍到⊈㹱⑤ㄗ㳲⿇虇Facebook䠓 到⊈⢷ᾙ⾑ㄛ䠓」↚㢗΅㞾䢇䜅⃝憆䠓Ҹ 屚亿杀⁙㢮桫尛Ҹ

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

JU LY 2 017 MARK E TING H ON G KON G 1


6

JULY 2017 6

Firefox not an advertising machine.

ひ◙㽷⢮

12!

Ad Watch/Web Watch.

ひ◙灭寤虊佁仰灭寤

14

Snapped.

16

12

14

16

䍮摆㻊⑤呀份 Beyond bricks and mortar.

弔弙⵵汣⛕〦

24

eCommAs Awards.

eCommAs⪶䓝

38

Smart data marketing 101.

44

Alibaba – a disruptive influence.

50

Don’t pitch until these three groups test your brand’s story.

㠉劌㜇㙩⾑⧃㔷ひ101

槪嬕␄㜿␪

㢹憩懝憨ᾘ䮽⁉䠓冒毦Ὶ⏜虇 屚⒎䠋⾒⃯䠓♐䏛㛔‚

24

38

44

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THE BEAUTY OF LIVING IN HONG KONG 女為悅己者容 What’s on? The Spark Awards 2017 What: The Spark Awards celebrates Hong Kong’s top media companies and their work across the fields of content, client engagement, new media and programming initiatives. Where: The Mira. When: 10 August 2017. PR Awards 2017 What: The region’s premier showcase for PR professionals returns. Where: The Mira. When: 1 September 2017.

“If the video is not going viral on Facebook, it’s probably not for Facebook.” Ӂ⬑㤫ᾏ㵄㄀䏖㢹! !劌⢷Facebook䱓! !五虇ⴒ╾劌ᾜ懸▗! !FacebookҸӂ Procter & Gamble Hong Kong’s senior brand manager for Hong Kong and Taiwan, Tim Hung, at the Smart Data & Digital Innovation 2017 conference. ⶅ䃣欨㾾╙╿䇲汧亩♐䏛伢䖕Tim Hung ⢷Ӂ㠉劌㜇㙩厖㜇䩋␄㜿2017ӂ⪶㢒ᾙ姷䫉Ҹ 4 M A R K ET I N G H O N G K O N G J ULY 201 7

With a plethora of trendy and fashionable female inhabitants, Hong Kong is a perfect base for international skincare and cosmetic brands. 欨㾾㙐㢘⪶捞憌㷑㟑ⶩ䃽㻐䠓⬂ㆶ虇 㞾⢚株崆匩╙⒥⬬♐䏛䠓䖕㊂⦉⢿Ҹ

of Hong Kong female consumers purchase skincare or cosmetic products. 96%䠓欨㾾⬂ㆶ㼗幊冔㢒庋幆崆匩♐㎥⒥⬬♐

SPENDING ON SKINCARE AND COSMETICS

Stephanie Sitt Group CEO, co-founder The Inmagine group

What led you to your current role? I met my husband Andy while we were both studying in the UK, and together we co-founded a stock photo company called Inmagine in 2000. My job was to secure creative content for the new and fully bootstrapped company, however, with limited contacts and very little cash. Fortunately, I love working with people, and I was able to establish relationships with hundreds of photographers and agencies around the world. What are the most challenging parts of your job? In the early days, our biggest challenge was bootstrapping the business while competing with bigger players in the industry. We had to spend wisely and motivate our people to go the extra mile to maximise our return on investment. Today, our main challenge is to constantly innovate to anticipate and adapt to new trends. We launched the microstock library 123RF in 2005 because the popularity of digital cameras was broadening our business to semiprofessional photographers. Keeping ahead in our fast-changing industry in the digital age is also why we extended our EVO Premium collection this year in order to offer a range of rare and authentic high-end imagery to help customers communicate more effectively.

ᑙᒺዹᒭᅞ㎠彮㎠䠓冐⋻Andy⢷咀⢚崏㢇㟑尜峧虇 ᾵㝋2000〃⌀▛␄䱚―ᾏⵅ▜䉉Inmagine䠓⢥䏖〺 ⋻▇Ҹ㎠䠓⽴⃫㞾⢷㢘柟䠓⁉劗╙㬄ⶠ䠓幖捠ᾚ虇䉉 憨ⵅ㜿␄⋻▇⶚㐍␄㊞⋶ⵈҸ╾〇䠓㞾虇㎠✫㳰厖⁉ ▗⃫虇᾵劌⪯厖ᾥ䛛▓⢿㜇⁴䠍宗䠓㚬㄀⾺╙⁲䖕⋻ ▇ら䱚▗⃫杫⅑Ҹ

Among cosmetic product categories, lipstick is the most purchased item, yet perfume is the category where consumers spent the most. ⢷⒥⬬♐槭⎴ᾼ虇⚖匞㞾㢏⿇庋幆䠓⛕♐虇军欨㷃㞾 㼗幊冔朚㚾㢏汧䠓槭⎴Ҹ

For skincare products, moisturisers are the most frequently purchased item while face masks are the highest spending category.

Source: Nielsen Hong Kong.

60 seconds with

⢷崆匩䚱♐ᾼ虇Ⅼ䅤梫㞾 㢏⿇庋幆䠓⛕♐虇军棱匫㞾 朚㚾㢏汧䠓槭⎴Ҹ

ᯀᐞጤᓆᛵ᲌ጙ៛⍓៦ᅞ㎠↠㝸㢮棱卷䠓㢏⪶㒠㎿虇 ⷀ㞾⢷ら䱚㫼⑨䠓▛㟑虇嬐厖姛⋶悒⪶䠓⶜㏚‡䢇䲅 䎼Ҹ㎠↠䠓幖捠ㅔ榗䚷ㄦ⌅㏏虇᾵炢⒄㎠↠䠓♰⽴⌀ ▛␹␪虇厃␪㕟汧㐤幖⡭⧀Ҹ ㎠↠䖍㟑䠓Ὴ嬐㒠㎿㞾嬐ᾜ㝆␄㜿虇榟㾻╙慝 ▗㜿䠓強⑱Ҹ㜇䩋䢇㯮䠓㟽╙ℎ㎠↠䠓㫼⑨䵓⢜㑢 ⷤ厂ⓙ⶗㫼㚬㄀⾺虇⡯㳳㎠↠⢷2005〃㔷⎉ㄽ⢥〺 123RFҸ䉉―⢷㜇䩋㟑⁲ㆴ憮崙⒥䠓姛㫼ᾼⅬ㒐榧 ⋗⊹⑱虇㎠↠㝋⁙〃㑢ⷤEVO Premium亊⎦䚱♐虇 㕟Kᾏ亊⎦䮏㢘╙䢮⵵䠓汧亩⢥≞虇⿺␸ⴱ㏅㢃㢘 㛗⢿䀬憩Ҹ

幖㜨ℕ䀟處ⷋ䏍㩽欨㾾

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Firefox not an advertising machine 廣告淨土

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Firefox is nothing like Google Chrome, but this is a plus, Jascha Kaykas-Wolff, CMO of Mozilla, tells Angel Tang. Mozilla全球營銷總監Jascha Kaykas-Wolff 向Angel Tang直言ᅗFirefox的優勢之一ᅗ 就是它一點都不像Google Chromeᅙ 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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“Not to say Google’s bad because they are not, they have good products, but one of our values is that we are not Google,” starts Jascha Kaykas-Wolff, chief marketing officer of Mozilla, the not-for-profit internet company. “We are not a big advertiser, so we make different decisions on behalf of users.” Having spent more than two decades doing marketing for tech giants such as Yahoo, Microsoft and BitTorrent, Kaykas-Wolff joined Mozilla, the owner of the Firefox web browser, two years ago to lead the internet company’s global marketing strategy and organisation. He was quick to recognise Mozilla needed a different take – in terms of both product development and marketing – from its competitors. “We can’t compete with them (rivals such as Google and Microsoft) head to head or they will win,” he explains. “Microsoft has more than 100,000 staff, and as a 1100-people company, we can’t do everything they are doing. We have to be different.” The smaller scale company focuses on a niche, but powerful market. Drawing references from recent research that Mozilla did, he says for somewhere between 3.2 to 3.6 billion of the internet population, they sized 20% to 22% – around 750 to 950 million people – as conscious choosers, people who care about the purpose of brands, security and privacy on the internet, and “kind of carry a Millennial mindset”. “They generally are younger, make a little more money, live in dense areas, and this group of people is growing faster than the rest of other parts of the internet. Their characteristics mean they will be influential buyers and influential changers of other trends,” he says. “It’s not the norm yet, but it’s becoming more of a trend; as a marketer I see the need to start talking to the conscious choosers and provide values that are meaningful.” With its background as a not-for-profit marketing organisation, the company chooses to differentiate its product by developing trust with customers, and because of that, it has to make different decisions about the technology it uses. “The types of technology we use and produce have to focus on building trust with our customers rather than purely raw growth,” he says. 8 M A R K ET I N G H O N G K O N G J ULY 201 7

“We can’t compete with them (rivals such as Google and Microsoft) head to head or they will win.” 我們不能與他們ᅳGoogle 及微軟等競爭對手ᅴ硬䉰硬ᅗ 否則他們會勝出ᅙ

Taking programmatic buying as an example, which is the company’s biggest direct marketing spend, he says that when the team uses a DMP (data management platform) to aid media buying and optimisation, it makes sure the DMP can’t share the team’s data into the data exchange and it doesn’t retain customers’ data either. The team also refrains from using practices such as re-targeting. Another example is its recently launched “Firefox Focus browser”, an app that aims to be the secure browser for smartphones. The browser comes with built-in ad tracker blocking, analytic tracker blocking as well as social tracker blocking, all of which highlight Mozilla’s focus on privacy-centred mobile products as part of its new growth strategy. “Ad-blocking is a hot topic because it would

᜾ᒏᓗጹⓨ⃿ፊᎽMozillaᛵᐨᮾ⒠⋱ⓘ⃕ Jascha Kaykas-Wolff朚⴦㞝儸尹處ӁGoogle㢘⊹䭏䠓䚱♐虇 ㏏⁴㎠䊰㊞履⌅朆䥼Ҹ⃕Mozilla⌅ᾼᾏ↚䖕ㆄ虇ⷀ㞾 ㎠↠彮Googleᾜ▛Ҹӂ Ӂ㎠↠ᾜ㞾ᾏ↚⪶⤚ひ◙⛕虇⡯㳳劌䉉䚷㏅⃫ ⎉ᾜ▛䠓㐘㙖Ҹӂ ⢷䭠㐏䛛㏢䂍弔懝20〃䠓 Kaykas-Wolff虇㢍⢷ 桔埝ҷㄽ恮╙BitTorrent䳘䭠㐏⽷榼ㄭ‚⾑⧃㔷ひ⽴ ⃫Ҹ⋸〃⏜⁥␯⋴Firefox䆞孌⟷䠓㵜⋻▇Mozilla虇朚 ⭚⿅榧⌅⋷䖒⾑⧃㔷ひ䳥䛴╙仓俣㫼⑨Ҹ ␯⋴憨朢‡凾佁⋻▇ᾜ῔虇⁥│䠋䖍 Mozilla☛ ⌅⁥䲅䎼⶜㏚㢘⎴虇嬐ら䱚⎉卹怺ᾏ⫦䠓䚱♐朚䠋 ╙⾑⧃㔷ひ㝈ゞҸ ⁥⣵宏處Ӂ㎠↠ᾜ劌厖⁥↠虃Google╙ㄽ恮䳘䲅 䎼⶜㏚虄䧻䨿䧻虇▵⏖⁥↠㢒⑬⎉Ҹӂ Ӂㄽ恮㙐㢘弔懝ⓐ喻▜♰⽴虇军⃫䉉ᾏⵅ1,100 ⁉䠓⋻▇虇Mozilla䊰㹤彮⁥↠⇩䢇▛䠓‚虇㏏⁴㎠↠ ㅔ榗厖⎴ᾜ▛Ҹӂ ⌅⋻▇懑朚⭚⶗㹷㝋ᾏ↚⶞䣍军⌆㄀榎␪䠓⾑ ⧃Ҹ Kaykas-Wolffイ慿 Mozilla䠓㢏㜿䦣䰅虇⢷ 32⊓ ⎿36⊓‡凾佁⁉╲Ὶᾼ虇㢘⪶亓20虀⎿22虀虃亓6.4 ⎿7.95⊓虄䠓⁉㞾乍㞝䠓䚷ⵅҸ憨‪⁉杫ㅒ♐䏛⊈⇋ 孏ҷ‡凾佁䠓ⴘ⋷╙桀䭐〵ҷᾣ⿅㢘Ӂⓒ䬶ᾥ⁲䠓ㅒ ㋚ӂҸ Ӂ憨儳⁉╲ᾏ去悒〃悤ҷ庉撱悒⪩ҷ䚮㻊⢷⁉╲ ⵕ桕䠓⢿ⓏҸ⁥↠䠓⨭朆憮〵‵㵣‡凾佁ᾙ䠓⌅⁥ 儳仓ㅺҸ憨‪䐈ㅄ㢒⁳⁥↠㎟䉉⌆㄀榎␪䠓幆ⵅҷ ⿅⑤㢹ℕ強⑱Ҹӂ Ӂ⁥↠戓㢹㎟㶲↨虇⃕㳲憟䃇㎟ヱҸ⃫䉉ᾏ⃜⾑ ⧃㔷ひ⁉♰虇㎠↠梏朚⭚厖乍㞝䠓䚷ⵅ⶜尀虇■⁥↠ 孲捚♐䏛䖕ㆄҸӂ Mozilla䠓╥■㞾㌠坘⌅棭䏮⎸㯮㭚䠓剛㟾虇厖 槶ⴱら䱚ⅰ₊虇ℎ⌅䚱♐劺䯝军⎉Ҹ⡯㳳虇⋻▇ㅔ榗 懚䚷ᾜ▛䠓㐏姢Ҹ ⁥姷䫉處Ӂ㎠↠懚䚷╙䚮䚱䠓㐏姢槭⤚虇ㅔ榗 ⶗㹷⢷厖ⴱ㏅ら䱚ⅰ₊ᾙ虇军᾵棭亣么憌㷑┮⭚⨭ 朆Ҹӂ ⁴ 封 ⋻ ▇ 㢏 ⪶ 䠓 䢃 摆 㚾 ⎉ҷ䮚 〞 ⒥ 庋 幆 䉉 ℚ虇Kaykas-Wolff尹⢧栙懚䚷㜇㙩䴰䖕。╿虃DMP虄 ℕⓣ␸╙⊹⒥⌅Ⱑ汣庋幆㟑虇ㅔ榗䩉ⅬDMP㸡䚷⢧ 栙䠓幖㜨⇩㜇㙩″㕪虇᾵ᾣ㸡㢘Ⅼ䛨槶ⴱ䠓㜇㙩Ҹ ⢧栙‵ᾜ㢒ℎ䚷Ӂ捜⴩■ӂ䳘䠓⇩㹤Ҹ ╵ᾏ ↚ ℚ ⳟ虇㞾 Mozilla 㢏 慠 㔷 ⎉ 䠓 Firefox Focus browser虇ᾏ↚㮨㬫䭐桀〵汧ҷⴘ⋷䠓㠉劌㏚ 㯮䆞孌⟷AppҸ 封䆞孌⟷染宼⋶僽ひ◙憌忳㚣㎹ҷ⎕㤟㜇㙩憌 忳㚣㎹╙䫍″Ⱑ汣憌忳㚣㎹␮劌虇⋔⎕姷㞝⌅㻐⑤ 䚱♐㳲⁴Ⅼ栫䭐桀⃫䉉ᾏ↚㜿䠓⨭朆䳥䛴Ҹ Ӂひ◙㚣㎹㢒㎟䉉䍀朏尀槛虇㞾⡯䉉⪶ⵅ尜䉉 ⴒ⢷㏢㙙ひ◙姛㫼Ҹ⃕㎠ᾜ孉ㄦ憨㞾ひ◙㚣㎹㐏姢 㢒⎉䖍䠓┮⡯Ҹӂ Ӂ⶜㝋捜嬥⨭朆䠓ₐ㫼ℕ尹虇╹䉉㛅桕㜇㙩军 㛅桕槶ⴱ㜇㙩虇ㄏㄏ゙⪩㝋⎸Ҹӂ

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How is Mozilla performing? Mozilla業績一覽 Desktop browsers Google Chrome is currently the most popular browser among consumers. In June, Chrome had the highest user market share of all desktop browsers at 59.49%, ahead of Microsoft Internet Explorer at 16.84%, Mozilla Firefox at 12.02%, Microsoft Edge at 5.65% and Apple Safari at 3.72%.

3.72% 1.25% 0.37% 0.67%

billion

There are currently half a billion people around the world use Firefox.

5.65%

現時全球約有五億個Firefox用家。

12.2% 59.49%

現時Google Chrome仍是最 受消費者歡迎的瀏覽器。今年 六月,Chrome是所有䖂面瀏 覽器中用戶市場佔有率最高的 瀏覽器,達59.49%,高過微軟 Internet Explorer(16.84%)、 Mozilla Firefox(12.02%)、 微軟Edge(5.65%)及蘋果 Safari(3.72%)。

16.84%

million

Mozilla also reported a 28% leap in revenue for 2015 to $421 million, with its cash flow more than tripling to about $80 million last year.

Mozilla的收入於2015年躍升28%,達到4.21億美元,去 年的流動資金增長超過兩倍,達到約8,000萬美元。

Mobile Browsers In June, Chrome was also the most popular on mobile devices, with a share of 55.5%, while Firefox had a share at 0.57%.

0.67% 0.57% 0.43% 1.03%

資料來源:NetMarketShare

Ӂ⃯⁴䉉槶ⴱ╹㞾㡃棁㝋⋸䮽㎥ᾘ䮽虃䮚〞⒥虄 㐏姢ᾚ虇‚⵵┊㞾處㢘75䮽ᾜ▛䠓㐏姢㳲▛㟑⎉䖍⢷ ᾏ↚佁䱨ᾙҸӂ Ӂ槶ⴱㅔ榗␯悘」ⓐ䮽ҷ䚩厂」䠍䮽㐏姢虇佁䱨㏜ 劌懁姛彮忳虇☛憲㔴⁥↠䠓DP㜇㙩Ҹ憨ᾏ⎖抌⢷㑥㋱ 㜃↚槶ⴱ汣毦虇㞾‡凾佁䖍㟑⳧⢷䠓ᾏ↚俍㛗⛞槛Ҹӂ Kaykas-Wolff㒖虇㵞嬚ᾏ↚槶ⴱ朚⛮ひ◙㚣㎹ ⟷虇ⷀ⁲姷佁䱨⎉䖍⽽␲㎥⁳⁉╜㊮䠓ひ◙虇╗㎥冔 ⁥↠㢍⢷▛ᾏ↚佁䱨ᾙ懖懝乮乤䠓伢㴆Ҹ Ӂ㎠↠⃫䉉⾑⧃㔷ひ⁉♰虇㢘帻₊⁴凕刌䉉⋗Ҹ 㝱䋅‡凾佁ᾙ䠓㜇㙩㛅桕⽴⌆⿅ℕ㞑幃䠓朚㚾虇᾵ 㢘╾劌⏙ダ槶ⴱ⶜㎠↠䠓ⅰ₊虇戲灋㎠↠㍘⶚㐍㝈 㹤㾪ⶠ㛅桕㜇㙩虇᾵厃␪乍䡙㷑乍Ҹӂ 慓⁙䉉㳱虇Mozilla䠓Ӂ䭐桀䲻ᾏӂ⇩㹤姛Ὶ㢘 㛗Ҹ卹2012〃12㢗㔷⎉⁴ℕ虇Firefox Mobile for Android㍘䚷䮚ゞ⾁撓ㄦ1.75⊓㲰ⴘ婬Ҹ 样嗦Android䏗䠓Firefox Focus㝋ᾙ㢗㔷⎉虇␯ ᾙ2016〃11㢗㔷⎉䠓iOS䏗Firefox Focus虇KaykasWolff尜䉉㏚㯮㢒㎟䉉捜灭䠋ⷤ榧⥮Ҹ ╵ᾏ㝈棱虇㧛棱䆞孌⟷⾑⧃⁜㒐倛⨭朆Ҹ䣋嬚埪 㙻⵵⨒╙㚃⨭⵵⨒䳘㜿㐏姢㟽╙虇Kaykas-Wolff尹 嬐䉉憨↚。╿ᾙ㕟K㢃⬌䠓イ㙝虇╗岑ӁMozilla▁ᾙ 㢏⪶⤚䠓䚱♐䠋⾒ӂⶖ㝋⁙〃〤棱ᾥҸ ⶖ宙ㇾ≂懣 仵㢘㊞峧䠓戇㙖冔虇╗ 㞾 ╵ᾏ↚ 桲 槛Ҹㄭ⁙ 〃‣㢗ᾚ㝻朚⭚虇Kaykas-Wolff 㔷⎉ ӁBrowse Against the Machineӂ㔷ひ㻊⑤虇憩懝ᾏ 亊⎦佁ᾙ㄀≞╙㜖䱯虇炢⒄Google Chrome䚷㏅⎖ 㕪⎿FirefoxҸ

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3.18%

5.4%

Chrome在流動設備上也是最 受歡迎的瀏覽器,市場佔有率 達55.5%,而Firefox的市場佔 有率為0.57%。

55.55%

33.17%

Chrome

Microsoft Internet Explorer

Firefox

Safari

Andriod Browser

Microsoft Edge

Propretary or Undetectable

Opera

Opera Mini Source: NetMarketShare

Other


人物專訪

PROFILE

seem like it’s attacking the advertising industry, but I don’t think that’s the real reason this technology exists,” he says. “For growth-minded companies, collecting customer data for the sake of collecting data is more risk than the rewards can usually justify. “The truth is, when you think your customers are exposed to two or three (programmatic) technologies, there are 75 different technologies showing up on a website. “There are tens if not hundreds of technologiesyou have to load – to track things, to connect your DP data – and it slows down the entire experience. That’s a performance issue on the internet right now.” When customers turn on an ad-blocker, it’s a signal that there is a bad ad or an offensive ad or they have had a previous bad experience on the site, he suggests. “We as marketers have the responsibility to listen first. Now that the collection tools on the internet create expensive overheads and risks that are impacting the trust of our customers in a negative way, we should be looking for ways to collect less data and go lean.” The privacy-first approach has so far proven to be the right move for Mozilla. Since its launch in December 2012, Firefox Mobile for Android has clocked more than 175 million installations. With an Android version of Firefox Focus released last month, and the launch of Firefox Focus for iOS in November 2016, KaykasWolff sees mobile as an important end for development. Desktop browsers, however, continue to grow as a market. With new technologies such as virtual reality and augmented reality, he says there is a need to provide better engines in the platform; so “the biggest release maybe in the history of Mozilla” is happening at the end of this year. To communicate the message to the conscious choosers is yet another difficult task. Starting in late May this year, Kaykas-Wolff took an aggressive approach to launching the campaign, “browse against the machine”, which aims to convince users to switch from Google Chrome to Firefox through a series of online visuals and articles. The renewed position outlines five of Firefox’s biggest advantages, including how Firefox uses less memory than Chrome; how it provides users more control over data and privacy; that Firefox is independent; that the browser isn’t developed by the largest advertising company in the world, but instead, by a “non-profit organisation whose mission is to preserve a healthy web in part by keep corporate power in check”. WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

“We’ve marketed Firefox as ‘the independent choice’ for the last several years, but we didn’t say who we’re independent of,” he says with a smile. “Now we’re saying that we’re independent of different things, and we’d like the users to try our product again.” It does not necessarily mean Firefox has to steal every user from Chrome. “If we have positive market share growth, then (the brand refresh) would be successful,” he says. “What’s important for us is we’re seeing good performance, so we know that you can market in a way that is ethical. You can perform well in a way that respects users.”

㜿⴩⃜テ屎 Firefox 䠓‣ ⪶⊹⑱虇⒔㑻 Firefox 㵣 Chromeℎ䚷㢃ⶠ⋶⢷宧㍅汣ҷ䉉䚷㏅㕟K㢃⪩ 㜇㙩 ╙桀䭐㔶⏅㲙ҷ⌅䉉䓷䱚䠓䆞孌⟷ҷ⌅᾵棭 䛀⋷ 䖒㢏 ⪶䠓ひ ◙⋻▇朚䠋虇军㞾䛀ᾏ↚Ӂ厃 ␪ 䡲㔶ₐ㫼㲙␪ҷ⁴Ⅼ栫佁仰⇴う䠓棭䏮⎸仓俣ӂ 朚䠋Ҹ Kaykas-Wolff䲠尹處Ӂ㎠↠懝╊」〃ᾏ䢃ⶖFirefox ⴩⃜䉉Ӄ䓷䱚戇㙖ӄ虇⃕㎠↠ㄭ㸡㒖㞝䓷䱚㝋尿Ҹӂ Ӂ䖍⢷虇㎠↠㢒尹䆞孌⟷䓷䱚㝋ᾜ▛ⷳ棱虇⾛㢪 䚷㏅⌜㲰➦寵㎠↠䠓䚱♐Ҹӂ 憨᾵棭姷䫉Firefox嬐㗅廿Chrome㏏㢘䚷㏅Ҹ ⁥尹處Ӂ⬑㤫㎠↠䠓⾑⧃⃣㢘䔖㒐倛䯸⇴⨭朆虇 虃㞾㲰捜⧠♐䏛䠓䳥䛴虄ⅎ䴦㞾㎟␮Ҹӂ Ӂ㢏捜嬐㞾虇㎠↠㳲䢚⎿⬌䠓㫼俍Ҹ憨峘㞝⁴懢 ㅆ䠓㝈ゞ懁姛⾑⧃㔷ひ㞾╾姛䠓虇⃯╾⁴䚷⶙捜䚷 ㏅䠓㝈ゞ╥ㄦ⬌㫼俍Ҹӂ

Don’t get lost in technology 不要迷失於技術之中

“I’ve somehow found marketers nowadays buying programmatic software are kind of like consumers buying robotic vacuums for the house,” Kaykas-Wolff says. “It promises to clean the house so you turn it on and leave,” he says. “But what happens when you’re gone is it just runs through your chairs, footings, hits the tables, goes over the rugs, then gets stuck underneath the couch until it runs out of batteries. “The dirty secret is marketers have become very lazy in the last two decades, putting all the responsibility in the software they have bought to find the magic math equation. “The promise of a vacuum cleaner is big, but in practical use it doesn’t work. Similarly, marketing software helps you, but it certainly wouldn’t replace all the hard work you have to do.” Drawing reference from big CPG companies such as Procter & Gamble and Coca-Cola, he reminds marketers not to simply buy CRM, or a programmatic ad buying engine, or a content marketing influencer platform, but equip them with marketing research. In what he describes as “life-cycle marketing”, he says his team tunes its marketing message at different stages of a customer journey so it makes sense for the user at the time. “It shouldn’t sound that crazy or new because it’s not. It’s very (basic) in marketing, and the fundamentals are very important.” “We have to spend time on marketing, and we have to do the hard work on it.”

Kaykas-Wolffヱⵈ處Ӂ⾑⧃㔷ひ⁉♰庋幆䮚〞⒥恮₅虇ᾏ⬑㼗幊冔庋幆㯮㨿⁉◇⨄㯮Ҹӂ Ӂⴒ㮨㞝╾⁴㾔䖕㏎ⳟ虇㝋㞾⃯朚⑤ⴒ虇₊䛀ⴒ卹䛀䠋㕽Ҹ⃯⃕廿朚Ὶㄛ虇ⴒ㢒姬懝⃯䠓㪔 ⳟ╙⦉匂ҷ㘭ᾙ㧛ⳟҷ䁠懝⢿㵾ҷ䋅ㄛ⓰⢷㩂⒥〤虇䢃⎿梊㷯冦䡰Ҹӂ Ӂ⾑⧃㔷ひ⁉♰⢷懝╊‛ⓐ〃崙ㄦ棭⿇㎅㉿虇ⶖ㏏㢘帻₊抌㔷⎿⁥↠㏏庋幆䠓恮₅ᾙ虇䛀恮 ₅╊⶚㐍厃⑬㝈䮚ゞҸӂ Ӂ◇⨄㯮⃫⎉ㄗ⪶䠓Ⅼ峘虇⃕⢷⵵株㍘䚷ᾙ᾵ᾜ⫞㛗Ҹ▛㮲⢿虇⾑⧃㔷ひ恮₅╾⁴⿺␸⃯虇 ⃕刾⴩ᾜ劌╥⁲ᾏ⎖⃯封⇩䠓⽴⃫Ҹӂ

Kaykas-Wolff⁴ⶅ䃣╙╾╲╾㮑䳘⪶⤚ㅺ憮㼗幊♐⋻▇䉉ℚ虇㕟挡⾑⧃㔷ひ⁉♰ᾜ嬐✽ 亣⢿庋幆ⴱ㏅杫⅑䴰䖕亊伀ҷ䮚〞⒥ひ◙庋幆イ㙝ҷ⋶ⵈ䍮摆㄀榎冔。╿虇军嬐憩懝⾑⧃㔷ひ䦣 䰅虇ℕ㕟ⓖⴒ↠䠓㛗劌Ҹ 憞懝ᾏ䮽▜䉉Ӂ䚮☌懀㢮ゞӂ䠓䍮摆䳥䛴虇⁥姷䫉⌅⢧栙㢒⢷ⴱ㏅㝔䮚䠓ᾜ▛栝㵄屎㜃⌅⾑ ⧃㔷ひ宙ㇾ虇⁳䚷㏅䚱䚮⌀溃Ҹ Ӂ憨᾵棭䚩灋䞚䑑㎥㜿洽䠓㬑ㆄ虇憨㞾棭⿇虃⦉䪝虄䠓⾑⧃㔷ひ虇军⦉䪝㞾棭⿇捜嬐Ҹӂ Ӂ㎠↠ㅔ榗⢷⾑⧃㔷ひᾙ呀㟑朢虇军␹␪⇩⬌憨↚⽴⃫Ҹӂ

JU LY 2 017 MARK E TING HO N G KON G 1 1


觀點

OPINION

Takho Lau ECD Leo Burnett Shanghai

AD WATCH 廣告點評

HOT: Life is electric

NOT: A little momentum goes a long way

Expression, sharing and entertainment are basic human needs. Advertising in the modern age is no longer one-way communication, but should entice the audience to complete the whole journey. I like commercials that can affect people emotionally and which engage them with themes and storylines. This battery commercial by Panasonic ignites a mundane topic such as “electricity”. Not only does the marketing promotion well acquaint viewers with the brand, but also engages them to participate in an interesting conversation, thus spreading out the topic.

When we started a career in advertising in the early days, creativity evolved in two directions: one was creativity in concepts, to think what has never been thought of; the other was creativity in execution, carrying out ideas that haven’t been actualised before. This Momentum Energy video has a beautiful and emotional idea, and also hinges on the theme “electricity”. However, its core message is loosely conveyed, making it rather difficult for viewers to resonate with it.

⟰;Life is electric 姷懣虇⎕›厖⮪㮑㞾⁉䠓⦉㢻梏嬐Ҹ䖍⁲ひ◙ᾜ⌜✽■虇崢╦䣍廿懁ひ◙婰 棱虇㐙⁥↠䜅㎟ひ◙⌅ᾼᾏ⧙虇ᾏ弆ⴛ㎟㜃↚朘䘿Ҹ㎠✫㳰劌㑘⑤╦䣍㉔佡ҷ崢 ⁥↠廿懁ひ◙尀槛䠓⃫♐Ҹ憨↚㝴㢻Panasonic⋔梊㷯䠓ひ◙虇㐙Ӂ梊ӂ憨↚㸘 ㉅尀槛崙ㄦ㢘弲虇╦䣍ᾜ✽䖕孲⎿♐䏛虇΅╾⁴⋴㢘弲䠓尀槛虇懁军⎕›尀槛Ҹ

John Koay Creative director and business partner Ogilvy & Mather Hong Kong

HOT: New Zealand testicular cancer awareness week – “Go Balls Out” Testicular cancer. It’s a sensitive topic. Studies have shown exercise can help prevention. Instead of using scare tactics, this campaign got men talking about this serious issue by getting them to do what they love – drawing penises and balls by running. Using GPS tracking, people ran and drew these phallic icons, and shared them on social media, literally putting private parts on the map. I guess most men will want to run a longer distance to show off their map!

⟰;ᨏᒯ✢㦃ገ⒲⚆ᚽḠᆋGo Balls Outᆌ 䤍ῇ䟛㞾↚㛞㊮尀槛Ҹ⪩榔䦣䰅姷㞝虇懚⑤㢘␸榟柁䝍䝔Ҹ憨↚ⴲ≂㻊⑤㸡 㢘㔰╥㇟⠖䠓㏚㵄虇军㞾戏屚䛆⩺↠⇩✫㳰䠓‚ℕ宝履憨↚⡃刔尀槛Ҹ懚䚷 GPS憌忳虇䛆⩺↠䚷彠㳴䛺⎉䛆ㆶ䚮㴥⟷䠓ヱ䑏虇䋅ㄛᾙ悘䫍″佁䱨虇▜䲵⌅ ⵵ⶖ扷⃜⋻岇㝋ᾥҸ㎠㊂⪶⪩㜇䛆⩺抌㊂彠㢃懯彬桱ℕ䈺冏⁥↠䠓⢿⢥蘼

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⇜;A little momentum goes a long way ㎠↠⏪⋴姛㟑虇㊂␄㊞㢘⋸⪶㝈棱虇ᾏ㞾㬑ㆄᾙ䠓␄㊞虇㊂⎴⁉㸡尹懝䠓虖‛ 㞾⦆姛ᾙ䠓␄㊞虇䚷⎴⁉㸡䚷懝䠓㝈㹤㐙㬑ㆄ⦆姛⎉ℕҸMomentum Energy 䠓㄀䏖␄㊞桥䋅㓉儝虇΅懚䚷寀⪩㊮ㆶ䠓⡯亯虇⃕㞾虇䖍⢷䠓ひ◙Ὴ☛ひ◙ ⋻▇Ὴ␄⁉♰虇ᾜ㢒╹╊姰捞ᾏ↚。棱虇ᾏ㨬嬥槊䠓␄㊞虇䢚捜♐䏛㏏⿅⑤ 䠓峿槛☛⊈⇋孏Ҹ▛㮲㞾Ӂ梊ӂ憨↚Ὴ槛虇㵣弆䮜ㄽ䐌テᾏ‪Ҹ

WEB WATCH 網絡點評

NOT: CATALO DHA series Health supplements for child development. Hong Kong is saturated with them, and nothing stands out. Actually there’s one, and it’s for all the wrong reasons. I have nothing against celebrity Anita Yuen, but the storyline couldn’t be more cliché. Her child calls her on the mobile to say he’s just won a maths competition. Mum then tells him how clever he is and how similar he is to her. Cut to pack shot. How emotional ... next.

⇜;CATALO DHAᖗᐬ 欨㾾⾑⧃⋔㜴嗦␸朆⋡䱴䠋剁䠓䍮檙婫⋔♐虇㸡㢘₊⃤䰐⎉Ὶ埤虇ⶳ⌅㞾憨ᾏ↚Ҹ ㎠᾵棭捬⶜娐寯⊏虇⃕㛔‚┊冐⢮ㄦᾜ劌⌜冐⢮Ҹ⶞㢚╚㏢梊尀仵⬈虇尹⁥⏪⏪ 庞―㜇ⴇ㵣庌虇䋅ㄛⱌⱌ尹⋡ⳟ≞⬈ᾏ㮲凿㞝虇数榼ᾏ惘⎿䚱♐⒔婬虇䢮㞾㊮⁉蘼

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快拍

SNAPPED

Super Hero Summer @ Harbour City DATE: 5-30 July, 2017 VENUE: Harbour City 1 Visitors taking photos with their super heroes. 2 The exhibition features six new comic strips. 3 A giant 3D pop-up book installation is on display at the Ocean Terminal forecourt. 4 Marvel’s super heroes show off their prowess.

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adidas sports base 2017 DATE: 4 July – 10 August, 2017 VENUE: The Hong Kong observation wheel, Central 1 The streetball challenge is proving a popular event. 2 The Central harbourfront has been transformed into an adidas multisports venue. 3 Various athletic activities are on display in the sports base, including football. 4 Those wanting to reach great heights can get involved in some rock climbing.

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快拍

SNAPPED Lane Crawford’s “Fitness x Fashion” capsule collections launch party DATE: 13 July, 2017 VENUE: Lane Crawford ifc mall 1 Guests enjoying the performance and drinks. 2 Zoey Liu (left), co-founder and CEO of Particle Fever, with her chief designer Lin Hai. 3 Models in various active poses.

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4 The Woolmark Company has collaborated with Lane Crawford to launch two new athleisure collections under the theme of “Fitness x Fashion”.

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Marriott International charity gala in partnership with Asian University for Women DATE: 13 June, 2017 VENUE: JW Marriott 1 Auctioning off items at the gala dinner. 2 Students from the Asian University for Women share how access to education has transformed their lives and local communities.

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3 (Left to right): Peggy Fang Roe, chief sales and marketing officer, Marriott International Asia Pacific; Cherie Blair, chancellor, Asian University for Women; and student Choney.

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4 Peggy Fang Roe addresses the gathering.

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JU LY 2 017 MARK E TING HO N G KON G 1 7


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THE STATE OF E-COMMERCE IN HONG KONG 香港電子商務現況

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Top products purchased online: ᲌ᑑዷ⃿┠ᛵᯆ᝸

52% 39% Clothes ᒮ᚞

41% Flights  ᢥ⍶ᯟ

Restaurant coupons ␷ṓᗪ

Hong Kong has been said to be slow in adopting e-commerce, but in 2017 the situation has improved significantly – with a number of caveats. According to a report by Nielsen last year, 88% of Hongkongers had shopped online in the previous 12 months. Not a surprising figure, perhaps, considering Hong Kong’s excellent internet penetration rate, but a third of those shoppers had additionally purchased something online in the prior week. These regular online shoppers are primarily composed of under-30s, but they did not just use their smartphones for purchases. A staggering 80% of consumers made their purchase via desktop computers, but don’t give up the responsive design just yet. Some 41% used a smartphone and 27% used a tablet – with some natural overlap between the three. As for top products, 52% of consumers bought clothes online, 41% booked a flight on the internet and 39% secured themselves restaurant coupons. Other popular products include car insurance, cinema tickets and electronics. Most Hong Kong netizens turn to PayPal for their online transactions – its trusted brand image and wide acceptance on a global scale WWW.M A R K ET I N G – I N T ER A C T I V E .C O M

means that eBay’s payment solution is still the leading payment portal in the world. For purchases on the Mainland, however, netizens frequently turn to Alipay, WeChat and other platforms, as fits their needs. While some research indicated a slight aversion to proprietary credit card platforms on web shops, this is inconclusive on a local scale. Overall market size for e-commerce has been on a steady rise. According to Statista, the market is set to hit US$4 billion this year, and will continue to grow exponentially. However, customers are quite a bit more discerning in the online sphere and less prone to impulse buying. According to a different Nielsen study, some 58% of shoppers said they read online reviews prior to making a purchase. Almost half spend considerable time researching the product before making the step to buying a product. When compared to their American counterparts, Hongkongers spend almost double per order online, and four times as much on apparel, but a good quarter still prefer brick-and-mortar shops when given a choice between the two, and there are indications that Hongkongers shop online much less frequently.

ᑋ ጛ᪼᪱⑬ᏸ፵ᣃᅗᣍᵁዯᐿᰳᷲᠥᶋ᤺≻⁰ᅗ ⃕⢷ 2017〃虇㉔㹐㢘―㞝槾䠓㛈✓虇▛㟑⿅ℕᾏ‪ ⛮䫉Ҹ㧈㙩ⷋ䏍㩽╊〃䠓ᾏ₌⧀◙槾䫉虇88虀䠓 欨㾾⁉ 懝╊12↚㢗⋶㢍佁ᾙ庋䏸虇无 㝋‡凾佁⢷ 欨㾾䢇䜅㟽╙虇憨↚㜇⳦᾵ᾜ⁳⁉毩宬Ҹ⃕⧀◙▛ 㟑㒖⎉虇䜅ᾼ㢘ᾘ⎕Ὶᾏ䠓㼗幊冔㢍⢷懝╊ᾏ㞮㢮 佁庋Ҹ 憨‪⴩㢮䠓佁庋㼗幊冔Ὴ嬐㞾 30㴁⁴ᾚ䠓⁉ ⩺虇⃕⁥↠ᾜ≔ℎ䚷㠉劌㏚㯮ℕ庋䏸Ҹ汧懣 80虀䠓 㼗幊冔ℎ䚷㧛棱梊勵佁ᾙ庋䏸虇⃕⋗ᾜ嬐㛍㩓榎 ㍘ゞ佁榐宼宗虇⡯䉉亓 41虀䠓䚷㏅㞾ℎ䚷㠉劌㏚ 㯮虇27虀䠓䚷㏅㞾ℎ䚷。㤎梊勵虇ᾘ冔Ὶ朢㢘ᾏ‪ 卹䋅捜䜙Ҹ 厂㝋㢏⪩⁉庋幆䠓䚱♐虇52虀䠓㼗幊冔佁庋姲 㢜虇41虀䠓⁉⢷佁ᾙ榟宑㯮䫷虇军 39虀䠓⁉庋幆檟 檁⏇Ҹ⌅⁥╦㳰慝䠓䚱♐⒔㑻㸌恙Ⅼ根ҷ梊㄀朏䫷 ╙梊ⳟ䚱♐Ҹ ⪶⪩㜇欨㾾佁㶠㢒ℎ䚷PayPal懁姛佁ᾙ″㞢虇 ㌠坘⌅╾棯䠓♐䏛ヱ巰╙嬕噚⋷䖒䠓㫼⑨䵓⢜虇憨 ↚eBay㝦ᾚ䠓㚾⁧。╿⁜䋅埤㝋ᾥ䛛榧⋗⢿⃜Ҹ䋅 军虇嬐⢷ᾼ⢚⋶⢿庋䏸虇佁㶠梏㷑惘䚷㚾⁧ⶅҷㄽⅰ 㚾⁧╙⌅⁥。╿Ҹ桥䋅ᾏ‪䦣䰅姷㞝虇㼗幊冔⶜佁 〦䠓⶗ⷻⅰ䚷⓰㚾⁧。╿㢘灭┼㉰虇⃕⢷㢻⢿ⷳ棱 㢹㢘⴩履Ҹ 梊ⳟ⛕⑨䠓㜃汣⾑⧃嬞㮰䯸㳴㚃⪶虇㙩Statista 姷䫉虇梊ⳟ⛕⑨⾑⇋ⶖ㝋⁙〃懣⎿ 40⊓儝⋒虇᾵ⶖ 個倛↜㜇⨭朆Ҹ 䋅军虇㼗幊冔⢷佁庋㟑㢃␯㒠⏣虇军ᾣ㢃ᾜⵈ㞢 姬⑤庋䏸Ҹ㧈㙩ⷋ䏍㩽䠓╵ᾏ榔䦣䰅槾䫉虇亓 58虀 䠓㼗幊冔姷䫉㢒⢷庋䏸⏜䆞孌佁ᾙ寤⊈虇军慠ᾏⓙ ⁉㢒⢷庋䏸⏜呀⪶捞㟑朢䦣䰅䚱♐Ҹ 厖儝⢚⁉䢇㵣虇欨㾾⁉㵞䳕佁ᾙ宑✽䠓㼗幊汧 慠ᾏ↜虇㢜婬㝈棱㞾⡪↜Ҹ⃕‛戇⌅ᾏ䠓尀虇䢇䜅 ⪩䠓㼗幊冔戓㞾㵣悒✫㳰⵵汣⛕〦虇军ᾣ㢘彰巰槾 䫉欨㾾⁉䠓佁庋㲰㜇ⶠㄦ⪩Ҹ

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CONVERTING CUSTOMERS 轉化顧客

In this new era of retail and innovative technology, balancing all sorts of capabilities is the only way to achieve effective and profitable sales. At PRIZM, we believe the only way to truly stand out is by combining strong social marketing, effective e-commerce and reliable payment technologies. We believe the success of a marketing campaign is all about conversion, and the proliferation of new media is key for brands to provide information and entertainment to their target audience. By integrating online and offline activities and using new media for communications, we help brands understand customer preference through data analysis so

they can do marketing more accurately and promote their products more effectively. When planning campaigns, we generally identify different social platforms according to the needs of the client, such as Facebook, WeChat and Weibo. Using these platforms allows you to focus on any number of goals – branding, product marketing, viral content marketing and online events, sending extensive or targeted messages to customers to boost engagement and enhance brand awareness, and further stimulating participation and conversion – by taking full advantage of the brand’s fan network, as well as through paid acquisitions.

ᑋ᱑ᣥỉ ᫋፛Აỉᡡᕂ᥸᎚ᅗᢢᲐᱛᎤᑺᥳℚᑺ 䡗⎸䠓摆⚽㞾梏嬐。姰▓榔㐏劌㏜劌⵵䖍Ҹ⡯㳳 PRIZM GROUP尜䉉虇仟▗テ⪶䠓䫍″Ⱑ汣䍮摆ҷ 㢘㛗䠓梊ⳟ⛕幎╙╾棯䠓㚾⁧㐏姢㏜劌䢮㳲劺䯝 军⎉Ҹ ㎠↠尜䉉㔷ひ㻊⑤䠓㎟␮Ὴ嬐╥㸉㝋惘⒥䔖虇 ␯ᾙ㜿Ⱑ汣䠓㬑ㆄ╙ヱゞ䣍⪩虇㞾䖍㟑♐䏛棱■䡽 㮨儳汣㕟K宙ㇾ☛⮪㮑䠓捜灭㾯懢ῚᾏҸ㏏⁴㎠↠ 㢒㐙佩ᾙ厖佩ᾚ㻊⑤仟▗虇᾵⎸䚷㜿Ⱑ汣䠓䐈ㆶ⃫ ≂㘼虇᾵ᾣⶖ㛅桕ㄦℕ䠓㜇㙩懁姛⎕㤟虇―孲ⴱ⁉䠓 庋䏸⇞⬌虇⬌崢♐䏛■⁥↠⃫㢃乍䀥㔷摆虇㔷⁚㢃⪩ 䚱♐Ҹ ⢷䷛␒䢇杫㻊⑤㟑虇ᾏ去㢒㧈㙩ⴱ㏅䠓梏㷑虇⎸ 䚷Facebookҷㄽⅰҷㄽⓩ䳘䳘䠓。╿懁姛ᾜ▛䠓♐ 䏛㔷ひҷ䚱♐䍮摆ҷ⌆汧〵≂㘼ㆶ䠓⋶ⵈ☛佩ᾙ㻊 ⑤ҷひ㹪㎥乍䀥⢿■ⴱ㏅䠋㛍㼗ㇾ虇⅒懁╒厖〵! ╙ 㕟ⓖ♐䏛䥴▜〵虇ㄭ军⋔⎕⎸䚷♐䏛䠓丘企佁仰╙⁧ 㳍庋幆虇懁ᾏ㳴⏉䅏╒厖〵╙惘⒥䔖Ҹ

ABOUT PRIZM Group In addition to the continuing expansion of the Hong Kong headquarters, PRIZM Group currently has around 30 staff in China, focusing on online shopping and e-marketing businesses in the Mainland. The team is equipped with many young talent who are sensitive to market trends and capable of providing more accurate and effective services for different clients. ⚆ᚑPRIZM GROUP 柳欨㾾⦉⢿ᾜ㝆㚃ツ⪥虇PRIZM GROUP⋶⢿⢧栙䖍㟑㢘亓30▜㎟♰虇⶗㹷㝋⋶⢿佁庋╙梊ⳟ䍮摆䵓䜖虇䜅ᾼᾜ῞〃 悤ҷ⌆∨ᾼ⢚⾑⧃宇孉䠓⁉㏜虇䉉ᾜ▛ⴱ⁉╙♐䏛㕟K㢃䀥䩉╙㢘㛗䠓㢜⑨Ҹ

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CASE STUDY ↚㧗⎕㤟

A GIFT FOR THE GIVING SEASON 送禮必備佳品

Gifting seasons, such as the periods around Christmas and Valentine’s Day, are always the peak of sales for the retail market. In light of this, L’Occitane developed the “L’Occitane Gift for You” campaign, and the online shopping and gifting site proactively captured the target audience’s attention and brought them a complete gifting solution. It integrated online shopping and instant payment with gifting to friends and families, including redemption. This solution created a great and unique value to potential customers, which was different from other online shopping platforms or sites. Some of the challenges included fierce competition from other skincare brands offering seasonal discounts and sales, and online shoppers spending mere seconds browsing for relevant content. The objective

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was to drive sales from social media platforms and focusing on conversion. To start with, gift givers were directed to the campaign site through targeted Facebook ads. When the gift givers then landed on the “Gift for You” website, they were welcomed by the site’s integrated sales, payment and redemption systems that focused on convenience and ease of use. Gift receivers were notified of the purchased gift through a WhatsApp message, which included a QR code they could redeem at physical locations, presenting another sales opportunity for the brand. All of this was supported by an extensive user-friendly back-end that supported live updates of order allocations and the redemption status. The campaign to date has generated more than two million impressions, a reach of over one million and achieved more than 85% of the sales target.

⓳ᜬὧ⊱ὓᅘᬧዷὓᶟᩰ▚ᘵὓᴞḸᅗᱣ៦ ᫋ ⾑⧃䠓摆⚽汧⹿㢮Ҹ㢘嬚╙㳳虇L’Occitane㔷⎉ ӁL’OCCITANE Gift for Youӂ㔷ひ㻊⑤虇⌅佁ᾙ 庋䏸╙憐䬽佁䱨㎟␮◇イ䡽㮨㼗幊冔䠓㹷㊞虇㕟 Kᾏ䱨ゞ䠓憐䬽㢜⑨Ҹ封。╿仟▗佁ᾙ庋䏸厖│ 㟑㚾⁧虇᾵╾■嬹╚櫚店╙⋛㕪䬽♐虇䉉䃪⢷槶 ⴱ㕟K⽷⪶军䓷䐈䠓⊈⇋虇⡯㳳劌⪯ㄭ呇呇佁ᾙ 庋䏸。╿㎥佁䱨Ὶᾼ劺䯝军⎉Ҹ 封♐䏛嬐棱⶜䠓ᾏ‪㒠㎿⒔㑻虇㕟KⳲ䵏ㆶ 㐧㏲╙⅒摆䠓⌅⁥崆匩♐䏛䠓䅏䉗䲅䎼虇⁴╙佁 ᾙ㼗幊冔呀ㄗ䥼㟑朢ℕ䆞孌䢇杫⋶ⵈҸ封㔷ひ㻊 ⑤䠓䡽㮨㞾炢⒄ℕ卹䫍″。╿䠓摆⚽槜虇捜灭⢷ 㝋惘㕪䔖Ҹ 欥⋗虇捬⶜ㆶ䠓 Facebookひ◙㢒イ⶝憐䬽 冔⏜ㄏӁGift for Youӂ㻊⑤佁䱨虇⁥↠╾⁴ℎ䚷㝈 ⅎ㞢䚷䠓伫▗摆⚽ҷ㚾⁧╙⋛㕪亊伀虇悤沕■嬹 ╚憐ᾙ䬽♐Ҹ 㛅䬽冔样ㄛ㢒㛅⎿ WhatsApp憩䥴虇᾵╾憞 懝染ᾙ䠓 QR䩋⢷⵵汣⛕〦⋛㕪䬽♐虇䉉♐䏛㕟 K―╵ᾏ↚摆⚽㯮㢒虇焟⪶军㝈ⅎ䠓ㄛ䱾亊伀㢃 ╾⁴│㟑㢃㜿宑✽⎕拜╙⋛㕪䑏㋚Ҹ ⎿䡽⏜䉉㳱虇封㔷ひ㻊⑤⾁撓ㄦ200喻㲰䆞 孌ҷ㔴宇100⪩喻╦䣍ҷ᾵懣⎿ 85虀⁴ᾙ䠓摆⚽ 䡽㮨Ҹ

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CASE STUDY ↚㧗⎕㤟

BAKING UP AN ONLINE STORM 炮製網上熱潮

One of the most well-known traditional pastry brands in Hong Kong has successfully expanded its online shopping business in China using PRIZM Group’s marketing strategies. The brand now hopes to strengthen its market share in Hong Kong, but there are a number of key differences. While electronic money and e-payment models have become the new normal in Mainland China, specific Asian regions, Europe and the United States, there is still a lot of room for development in Hong Kong. In view of this, PRIZM GROUP integrates e-commerce and online marketing to stimulate the target audience to complete transactions via streamlined online payment portals, encouraging the use of online payment and electronic coupons. Providing a seamless online payment process means not requiring your customers

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to leave the website. Additionally, they need to be able to pay anytime, anywhere, which can be accomplished by using responsive designs which ensure the payment portals are optimised for all devices. The key, then, is avoiding unnecessary steps and removing friction from the process. However, it is equally important to educate customers on the pros of using online payment versus offline, and providing other stimuli such as discounts for e-payments, gifts and time optimisation. Seeing as pastry and baked goods don’t fare well in the mail for obvious reasons, when customers complete their purchase through these channels, they then receive a custom QR code for the product, which they can either keep for themselves, or forward to a friend via text messaging and pick up the goods by showing the code to shop staff.

៰ᣍᵁ᛹ᑀṞᯱ↎ᤲᅗᑴ᝟ᱜ῜PRIZM GROUP 䠓䍮摆䳥䛴㎟␮朚㑢⋶⢿佁庋㫼⑨ㄛ虇⾛㢪㝋⁙ 〃朚⭚␯テ椞⢉⌅⢷欨㾾䠓⾑⧃₌槜虇䜅ᾼ㢘⪩ ↚捜嬐Ⓩ⎴Ҹ 慠〃梊ⳟ帷⿲╙䢇杫㚾⁧㮰ゞ㝋ᾼ⢚⋶⢿ҷ ↚⎴‭㻁⢿Ⓩ╙㳟儝⾁伢㟽╙虇䋅军⢷欨㾾⁜ 㢘ㄗ⪶䠓䠋ⷤ䰉朢Ҹ㢘嬚╙㳳虇PRIZM GROUP ⶖ梊⛕仟▗佩ᾙ㔷ひ虇◇イ䡽㮨ⴱ㏅懁姛″㞢Ҹ 䶰㞢䠓佩ᾙ㚾⁧㐏姢虇崢槶ⴱ╾⁴样㟑样⢿憩 懝佁䱨ᾏ㲰懝ⴛ㎟″㞢虖㳳⪥虇嬐拜▗榎㍘ゞ佁 榐宼宗虇䩉Ⅼ㚾⁧。╿懸䚷㝋₊⃤宼∨虖军㢏捜 嬐䠓㞾虇嬐䢐┊ᾜㅔ嬐䠓㳴毮虇⁳懝䮚崙ㄦ㢃 㻐㠱Ҹ 䋅军虇㛨剁ⴱ㏅佩ᾙ㚾⁧䠓⬌埤虇⁴╙䉉⁥ ↠㕟K梊ⳟ㚾⁧㐧㏲⊹㉯ҷ䬽♐╙䢐㟑䳘尧⡯‵ ▛㮲捜嬐Ҹ 乤灭╙䉧䊨橮♐ᾜ㝈ⅎ抄ⵓ憐店虇⡯㳳ⴱ⁉ ⢷佁ᾙ庋幆ㄛ│╾╥ㄦ䚱♐‛似䩋虇憨↚‛似䩋 ╾䛨䉉⾀䚷虇╗㎥冔惘䠋仵嬹╚虇样ㄛ■〦♰⎉ 䫉‛似䩋ⅎ╾⋛㕪⵵䏸Ҹ

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MAY 2 017 MARK E TING HON G KON G 2 3


SILVER SPONSOR

MUSIC PARTNER

WINE PARTNER

VENUE PARTNER

STYLE PARTNER

VIDEO PRODUCTION PARTNER

Reflecting the tremendous growth of the e-commerce business, the eCommAs Awards honoured the very best of e-tailers, innovations and campaigns the e-commerce industry has to offer in Hong Kong and China. The internet has changed people’s shopping habits. With just a few clicks, one can buy almost anything online and get it delivered promptly. E-commerce also offers seemingly limitless opportunities for the retailer to collect and process massive amounts of data to tailor prices and product characteristics to the specific whims of consumers and the everchanging economic conditions. While Hong Kong may have been a little slow in adopting e-commerce, local marketers have caught on quickly and have now built some of the leading platforms in the region. And that’s why the eCommAs Awards were born: to celebrate excellence in local e-commerce. Congratulations to all the winners.

 ጛ᪼᪱ᶋ᤺ዯ፶ጓᖾᅗᆃ Marketingᆄᯧዯᘿᛵ! eCommAs⪶䓝㝷⢷姷㕩欨㾾╙ᾼ⢚⾑⧃⊹䭏䠓梊 ⳟ梅⚽⛕虇╙⌅␄㜿䠓⾑⧃㔷ひ㻊⑤Ҹ ‡凾佁⾁㛈崙⪶䣍䠓庋䏸兡㋲虇╹梏灭㙙」ᾚ虇 ⷀ╾⁴⢷佁ᾙ样㊞庋幆」῝㏏⁴㤀嬎虇᾵ᾣ│㟑憐 帷Ҹ 梊ⳟ⛕⑨‵㝈ⅎ梅⚽⛕㛅桕╙埤䖕⪶捞㜇㙩虇 ⡯㍘㼗幊冔䠓✫⬌╙ᾜ㝆崙⒥䠓䍮⛕䘿⨒虇ℕ屎㜃 䚱♐䠓⊈㧋╙䐈ㆶ虇⿅ℕ䢚⃋䊰柟䠓⛕㯮Ҹ ⊧䴰欨㾾⢷梊ⳟ⛕⑨㍘䚷╾劌䮜䉉嗌ㄛ虇⃕㢻 ⢿䠓⾑⧃㔷ひ⁉♰⾁ㆴ弆䢃憌虇᾵⢷Ⓩ⋶ら䱚弆ᾜ ⶠ榑ⶥ。╿Ҹ军eCommAs⪶䓝䠓尤䚮虇㳲㳲㞾姷㕩 㢻⢿梊ⳟ⛕⑨䠓ⓢ弙㎟ⷀҸ 憞懝佩ᾙ╙佩ᾚ䠓䢇患䢇㎟虇䉉㻊⑤⿅ℕ槾嗦 ㎟㛗虇军‽䣋䠓㜇⳦⌜〵峘㞝虇梊ⳟ⛕⑨ᾜ≔㢒㊗嬚 㟽╙虇㢃⾼㔁㜃↚⾑⧃Ҹ ㎠↠⢷㳳ㇼ✫㏏㢘ㄦ䓝冔Ҹ


Wilson Law

Genevieve Chow

Brucemond Chan

Associate director of e-commerce and marketing Bossini

General manager – omni-channel development Chow Sang Sang

Associate marketing director Fonterra Brands (Hong Kong)

William Tsing

Andrew Massey

Alec Goins

Marketing director KFC HK, Jardine Restaurant Group

Director of digital transformation and innovation Lane Crawford

Digital marketing and e-commerce director, Asia Pacific PANDORA

Ryan Ducie

Vincent Hung

Kannis Cheung

Director of digital platforms Shangri-La International Hotel Management

Regional digital director SMCP Asia

Head of marketing The Bank of East Asia

WWW.M A R K ET I N G — I N T ER A C T I V E.C O M


BestE-Commerce Solution

BestB2BE-Commerce Marketplace

GOLD Matrix Promotion

GOLD

BestE-Commerce Logistics

GOLD Bossini

Brand GiftU Agency Ad One Marketing

MagicCart

BestE-CommerceApp

BestE-Commerce Marketplace

SILVER CLEARgo Brand CLEARomni

GOLD A.S. Watson Group

GOLD Yahoo Store

Brand PARKnSHOP Agency Mtel

BRONZE

SILVER

SILVER

iHerb

Boutir

Boutir

Agency QS Search

Agencies Across Asia Strategy (HK), RedSo

Agencies Across Asia Strategy (HK), RedSo

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BestE-Commerce Merchant–Financial Services

GOLD FWD Life Insurance Company (Bermuda)

SILVER

BestCustomer RetentionProgramme

GOLD

BestE-Commerce Campaign

GOLD

Circle K Convenience Stores (HK)

Circle K Convenience Stores (HK)

Brand OK STAMP IT Agency PHD Hong Kong

Brand OK STAMP IT Agency PHD Hong Kong

SILVER

SILVER

Sun Hung Kai Financial

Olympian City

Sino Group

Brand SHK Direct Agency Ad Fortune Communications

Brand Olympian Kids Agency Green Tomato

Brand Sino Hotels Agency PRIZM Group

BRONZE

BRONZE

BRONZE

WeLend

NIKE Hong Kong

NIKE Hong Kong

Agency Mindshare Hong Kong

Agency SapientRazorfish Hong Kong

Agency SapientRazorfish Hong Kong

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BestE-Commerce Merchant– Telecommunications

BestE-Commerce MarketingAgency

BestE-Commerce Merchant– ConsumerGoods

GOLD SmarTone Mobile Communications

GOLD iProspect Hong Kong

GOLD Canon

BestE-Commerce Merchant–Foodand Beverage

SILVER GOLD

SILVER

Sasa.com

A.S. Watson Group

Agency QS Search

Brand PARKnSHOP Agency Mtel

Sino Group Brand Sino Hotels Agency PRIZM Group

SILVER Wing Wah Brand Hong Kong Wing Wah Cake Shop Agency BEAM Online – The PRIZM Group

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BRONZE CLEARgo

BRONZE Reckitt Benckiser Hong Kong Brand Durex Agency Forewide Co (HK)

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BestE-Commerce Merchant–Fashionand Lifestyle

BestE-Commerce Merchant–Healthand Beauty

BestE-Commerce Design/Re-Design

GOLD SATAMI Agency Chicle Communications

GOLD L’occitane (Far East)

BestE-Commerce Merchant–Artsand Entertainment

Brand L’occitane Agency PRIZM Group

SILVER GOLD UA Cinemas

SILVER Timable

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GOLD Bossini

Strawberrynet Cosmetics (Internet Services) Brand Strawberrynet

SILVER A.S. Watson Group Brand PARKnSHOP Agency Mtel

BRONZE

BRONZE

A.S. Watson Group

A.S. Watson Group

Brand Watsons Agency A.S. Watson eLab

Brand Watsons Agency A.S. Watson eLab

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BestE-Commerce Merchant–Hospitality andTravel

GOLD Marriott International Brand Marriott Rewards Agency MEC Hong Kong

SILVER ZUJI Hong Kong

BestE-Commerce Website

GOLD FWD Life Insurance Company (Bermuda)

SILVER Bossini

Agency A.LOUD Asia

BestOmni-Channel Process

GOLD Circle K Convenience Stores (HK) Brand OK STAMP IT Agency PHD Hong Kong

SILVER SmarTone Mobile Communications Brand SmarTone

BRONZE

BRONZE

BRONZE

Package Tours (HK)

A.S. Watson Group

L’occitane (Far East)

Brand WWPKG Agency Media Explorer

Brand Watsons Agency A.S. Watson eLab

Brand L’occitane Agency PRIZM Group

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BestUseofSocialMedia

GOLD NIKE Hong Kong Agency Ogilvy & Mather Hong Kong

BestUserExperience

GOLD FWD Life Insurance Company (Bermuda)

BestCustomerService

GOLD L’occitane (Far East) Brand L’occitane Agency PRIZM Group

BestTravel E-CommercePlatform

SILVER Ztore

SILVER Olympian City Brand Olympian Kids Agency Green Tomato

GOLD ZUJI Hong Kong Agency A.LOUD Asia

BRONZE Canon

BRONZE Circle K Convenience Stores (HK) Brand OK STAMP IT Agency PHD Hong Kong

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Best of Show – Brand 㢏ℂ姷䖍⪶䓝ʠ♐䏛

Circle K Convenience Stores (HK)

Circle K Convenience Stores (HK) was crowned the overall winner “Best of Show – Brand” at Marketing’s inaugural eCommAs Awards 2017 for its digital customer loyalty app “OK Stamp it”. For consumers, convenience stores are all the same. Due to the similar offers, brand decision-making is usually influenced by store location and price. Therefore, loyalty programmes and the customer’s sense of loyalty has always been a battlefield for convenience stores to secure long-term business. Circle K is dedicated to innovative marketing and promotional activities for building on the “dare to try” brand positioning platform. Tapping into the world of digital, Circle K thought it needed something more than the conventional “stamp redemption” in order to build consumer loyalty through a better consumer experience. “OK Stamp it” is Circle K’s O2O customer loyalty programme which launched last summer. The app is tied with a registered user’s Octopus card which allows them to automatically earn and redeem e-stamps 36 M AR K ET I N G H O N G K O NG J ULY 201 7

for rewards every time they shop. Users can redeem rewards in the same transaction as they pay with the registered Octopus card. To promote the app during the launch period, it partnered with Japanese cartoon character Monchhichi in its flagship redemption programme. It attracted massive app downloads, and the exclusive partnership boosted the app usage to new heights. As a result, it took home in the following categories at the awards: the highest status Best of Show – Brand; gold for Best E-Commerce Campaign, Best Customer Retention Programme and Best Omni-Channel Process, along with bronze for Best User Experience. The mobile-first campaign continues to be an ongoing success: it has so far netted 800,000 app downloads with a 94% successful member’s registration that has seen shop visits uplifted by 10%. It also has more than 50% of active members each month. This win also represented an accomplishment for PHD’s partnership with Circle K.

ᑋᆃMarketingᆄ᎐␈ᛵᣌᘿ eCommAsጙ∿2017 榡䓝䬽ᾙ虇OKⅎ⎸〦虃欨㾾虄㌠坘⌅㜇䩋ⴱ㏅ㅯ尯〵 ㍘䚷䮚ゞӁOK Stamp itӂ虇⫹ㄦӁ㢏ℂ姷䖍⪶䓝ʟʟ ♐䏛ӂ㴙㬽Ҹ ⶜㼗幊冔军宏虇ⅎ⎸〦抌㞾ᾏ㮲䠓Ҹ䛀㝋㕟K槭 ⃋䠓㢜⑨虇〦厥⃜僽╙⊈㧋ㄏㄏ㎟䉉㄀榎槶ⴱ戇㙖 ♐䏛䠓捜嬐⡯亯Ҹ⡯㳳虇䉉Ⅼ朆㢮㫼⑨㛅⋴虇ㅯ尯〵 宗␒╙ⴱ㏅ㅯ尯〵ᾏ䢃㞾ⅎ⎸〦䠓㎿⧃Ҹ ⁴Ӂ㛱␄㛱寵ӂ⃫䉉⾑⧃⴩⃜虇OKⅎ⎸〦桕ᾼ幖 䀟㔷⎉␄㜿䠓㔷ひ㻊⑤╙ひ◙㛊⑱Ҹ OKⅎ⎸〦尜 䉉虇ㅔ榗㔰╥㢘⎴㝋≂伀Ӂ⋁⓿ 呀ӂ䠓㝈ゞ虇䉉槶ⴱ㕟K㢃⬌䠓㼗幊汣毦虇㏜劌⢷㜇 䩋ᾥ䛛ら䱚㼗幊冔⶜♐䏛䠓ㅯ尯〵Ҹ ӁOK Stamp itӂ㞾OKⅎ⎸〦╊〃⪞⪸㔷⎉䠓 O2Oⴱ㏅ㅯ尯〵宗␒虇封㍘䚷䮚ゞ憲㔴寊⌙䚷㏅䠓 ⋺懣憩⓰虇崢⁥↠㵞㲰庋䏸㟑╾⁴卹⑤庉╥梊ⳟ⓿ 呀虇᾵卹⑤⋛㕪䓝幭Ҹ 䚷㏅ℎ䚷寊⌙⋺懣憩⁧㳍虇ⅎ╾⢷▛ᾏ㲰″㞢ᾼ ⋛㕪䓝幭Ҹ 䉉―ⴲ≂封㍘䚷䮚ゞ棱ᾥ虇OKⅎ⎸〦厖㝴㢻⓰ 憩⁉䏸 Monchhichi▗⃫虇㔷⎉⋛㕪宗␒Ҹ封㻊⑤⁳ ㍘䚷䮚ゞ䠓ᾚ悘䔖⪶⨭虇军憨㲰䓷ⵅ▗⃫ℎ⌅㍘䚷 䮚ゞ䠓ℎ䚷䔖懣厂╵ᾏ汧⹿Ҹ ㌠坘⎉吁䠓姷䖍虇OKⅎ⎸〦⢷⁴ᾚ⪩↚仓⎴庞 ㄦ䓝榔處㢏汧㴙㬽Ӂ㢏ℂ姷䖍⪶䓝ʟʟ♐䏛ӂҷӁ㢏 ℂ梊ⳟ⛕⑨㔷ひ㻊⑤ӂ仓⎴捠䓝ҷӁ㢏ℂⴱ㏅Ⅼ䛨宗 ␒ӂ仓⎴捠䓝ҷӁ㢏ℂ⋷㝈⃜㾯懢㻐䮚ӂ仓⎴捠䓝ҷ ⁴╙Ӂ㢏ℂ䚷㏅汣毦ӂ搔䓝Ҹ 憨↚⁴㏚㯮䉉ᾼㅒ䠓㔷ひ㻊⑤㒐倛╥ㄦ㎟␮處 封㍘䚷䮚ゞ慓⁙⾁撓ㄦ 80喻㲰ᾚ悘䔖虇⌅ᾼ94虀㎟ ␮寊⌙㎟䉉㢒♰虇〦摹⁉㻐㕟ⓖ―10虀虇㢗〵㻊怜㢒 ♰‵弔懝50虀Ҹ 憨↚䓝榔‵⓿峘―PHD厖 OKⅎ⎸〦䠓▗⃫㎟ ␮Ҹ

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Best of Show – Agency 㢏ℂ姷䖍⪶䓝ʠ⁲䖕

PRIZM Group

Digital agency PRIZM Group made it comfortably over the line after receiving three gold awards, one silver, one bronze as well as the Best of Show – Agency title at Marketing’s inaugural eCommAs Awards 2017. PRIZM scored for its clients L’occitane, Hong Kong Wing Wah Cake Shop and Sino Hotels, taking home awards across five categories. In L’occitane’s “Gift for you” campaign, PRIZM helped the brand to reach and drive sales from potential shoppers via social media platforms before and during gifting seasons such as Christmas and Valentine’s Day. To stand out among its competitors in the fierce seasonal gifting period, L’occitane differentiated itself from other existing online shopping sites, as the whole shopping and gifting experience can all be done on social networking platforms. The purchase journey can be completed by some simple steps. After the buying procedure, customers receive an instant confirmation email and SMS to check the order status. Besides SMS, customers can choose to send a WhatsApp message to WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

the receiver as well. Thus, communication is even closer and more effective. Together with a proactive Facebook targeting tool, the shopping site accurately reached the selected potential customers and then drove sales via social media platforms during the competitive festive period. As a result, the campaign helped L’occitane win gold for Best Customer Service, Best E-Commerce Merchant – Health and Beauty and bronze for Best Omni-Channel Process. Another campaign highlight was Sino Hotels’ F&B e-coupon selling platform, which aims to streamline the dining booking experience. Customers could do a reservation and payment on social media and those customer profiles in the database can be used for other campaigns in the future. At the end, the booking platform had processed on average more than 20,000 transactions per hotel branch and over 95% of the bookings came from Facebook ad conversions. For that, Sino Hotels and PRIZM snatched gold for the Best E-Commerce Merchant – Food and Beverage category.

∋≜᎚ᮿፊᎽPRIZM GroupᑋᆃMarketingᆄ᎐␈ 䠓欥ⷕ eCommAs⪶䓝2017榡䓝䬽ᾙ⑖⫹ᾘ捠ҷᾏ 搏ҷᾏ搔虇᾵庞ㄦӁ㢏ℂ姷䖍⪶䓝ʟʟ⁲䖕⋻▇ӂ 㴙㬽Ҹ PRIZM㌠坘䉉⌅ⴱ㏅L'occitaneҷ欨㾾㬽啾檔 ⵅ╙ⅰ☛拡〦㔷⎉䠓ⴲ≂㻊⑤虇⢷‣⪶仓⎴⫹ㄦ䓝 榔Ҹ ⢷ L'Occitane䠓ӁGift for youӂ㔷ひ㻊⑤ᾼ虇 PRIZM憩懝䫍″Ⱑ汣。╿虇⢷凥尤䵏╙㉔⁉䵏䳘憐䬽 㞉Ⳳ⏜ㄛ虇⿺␸♐䏛㔴宇䃪⢷槶ⴱ᾵㕟ⓖ摆⚽槜Ҹ 䉉― ⢷ 䲅 䎼 䅏 䉗 䠓 憐 䬽 㞉 Ⳳ 㢮 朢 劺 䯝 军 ⎉虇L'occitane崢槶ⴱ劌⪯⢷䫍″佁仰。╿ᾙⴛ㎟ 㜃↚庋䏸╙憐䬽汣毦虇㎟␮⢷呇呇佁庋。╿ᾼ䰐⢜ 军⎉Ҹ 槶ⴱ╹榗伢懝ᾏ‪䶰✽䠓㳴毮ⷀ╾ⴛ㎟庋䏸㝔 䮚Ҹⴛ㎟庋䏸㻐䮚ㄛ虇槶ⴱ㢒│㟑㛅⎿䩉尜梊抄╙䥼 宙虇⁴㥴䢚宑✽䑏㋚Ҹ柳䥼宙⪥虇槶ⴱ戓╾⁴戇㙖㛅 ╥WhatsApp宙ㇾ虇ℎ䀬憩崙ㄦ㢃䢃㔴╙㢘㛗Ҹ 拜▗䯜㬄䠓Facebook⴩⃜⽴⌆虇封庋䏸佁䱨䀥 䩉⢿㔴宇䡽㮨䃪⢷槶ⴱ虇䋅ㄛ⢷䲅䎼䅏䉗䠓䵏㝴㢮 朢憩懝䫍″Ⱑ汣。╿⏉䅏摆⚽Ҹ 仟㤫虇封㔷ひ㻊⑤⿺␸ L'occitane庞ㄦӁ㢏ℂⴱ ㏅㢜⑨ӂ仓⎴捠䓝ҷӁ㢏ℂ梊ⳟ⛕⑨⛕㏅ʟʟ⇴う厖 儝ⵈӂ仓⎴捠䓝ҷ⁴╙Ӂ㢏ℂ⋷㝈⃜㾯懢㻐䮚ӂ仓⎴ 搔䓝Ҹ ⌅╵ᾏ↚╦⁉䥩䡽䠓㔷ひ㻊⑤虇㞾ⅰ☛拡〦䠓 梊ⳟ檟檁䬽⏇摆⚽。╿虇封。╿㝷⢷䶰⒥拡〦䠓檟 檁榟宑汣毦Ҹ槶ⴱ╾⁴⢷䫍″Ⱑ汣ᾙ懁姛榟宑╙⁧ 㳍虇军㜇㙩〺ᾼ䠓ⴱ㏅幖㜨‵╾䚷㝋ⶖℕ䠓⌅⁥㔷 ひ㻊⑤Ҹ 仟㤫虇封榟宑。╿。⣖䉉桕⢧㝦ᾚ䠓㵞ᾏⵅ拡〦 埤䖕弔懝‛喻䳕″㞢虇⌅ᾼ弔懝95虀䠓榟宑㞾ℕ卹 Facebookひ◙惘㕪Ҹ ⡯㳳虇ⅰ☛拡〦╙PRIZM⢷Ӂ㢏ℂ梊ⳟ⛕⑨⛕ ㏅ʟʟ檟檁ӂ仓⎴⫹ㄦ捠䓝Ҹ

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Date: 21-22 June 2017

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You need not be baffled by shiny new technologies; do the basics and your brand will stand out. Angel Tang reports. Social, mobile, analytics and cloud. In the past 10 years, these four technology concepts have pretty much driven business innovation; and turned marketing operations upside down to a certain extent. At the Smart Data & Digital Innovation 2017 conference, a handful of the region’s industry leaders – from established brands and agencies to a new breed of rising companies – pinpointed questions they have encountered, along with case studies and insights to get a sense from the new ecosystem. Let these questions and answers discussed at the conference serve as a guideline to help you better integrate digital innovation into your business strategies. Q1: What is smart data, and are there any case studies to show how smart data can enhance the customer experience? While collecting data is now one of marketers’ top priorities, making sense of it, is what adds value. Smart data is thus big data turned into actionable data that is available in real-time for a variety of business outcomes in data-driven marketing. Airport lounge owner Plaza Premium Group’s Siew-Kiat Wang, senior manager of the loyalty programme, said valuable and actionable data “is already sitting somewhere”.

無需炫目花巧的新技術ᅗ做好基礎ᅗ品 能脫穎而出ᅙAngel Tang報導ᅙ

便

᛻ᐐ᳂➳ᅘ᠐᪳᰿ᲆᅘ∋⍙ፍᚯ፛Ṋ⃨ᕂᰰᅙ῜Ꮄጀ 〃虇憨⡪⪶䭠㐏㬑ㆄ⪶␪㔷⑤ₐ㫼␄㜿虇᾵⢷ᾏ⴩ 䮚〵ᾙ槪嬕⾑⧃㔷ひ㮰ゞҸ ⢷Ӂ㠉劌㜇㙩厖㜇䩋␄㜿2017ӂ⪶㢒ᾙ虇⪩⃜ℕ 卹⪶⤚♐䏛╙ひ◙⁲䖕⋻▇ҷ⁴厂㜿厗⎬␄ₐ㫼䠓 ⢿Ⓩ姛㫼榧娥懢⎉⁥↠㢍懖懝䠓⛞槛虇᾵⎕›ᾏ‪ ↚㧗╙嬚孲虇⁴㔱宝⼓㜿䠓䚮㋚亊伀Ҹ 憨‪⢷⪶㢒ᾙ宝履䠓⛞槛虇㎥冔劌㎟䉉ᾏ‪㒖 イ虇␸⃯㢃㢘㛗⢿ⶖ㜇䩋␄㜿㜃▗⎿㫼⑨䳥䛴Ὶ ᾼҸ

Q1ᅝᠻ↚៦ᴙᨬ∋⍙ᅞᑺᕶᑺᨬ᤺ᐆᴙᨬ∋⍙ᑙᒺ ᴀፖហ፮➳➱ᛵᦆᗓᅞ 㛅桕㜇㙩㞾䖍㟑⾑⧃㔷ひ⁉♰䠓欥嬐₊⑨Ὶᾏ虇㺭 ㈘㜇㙩㏜劌䉉㫼⑨⨭⇋Ҹ⡯㳳虇㠉劌㜇㙩㒖ⶖ⪶㜇 㙩│㟑惘⒥䉉╾㙜⃫䠓㜇㙩虇⁴⢷㜇㙩比⑤䠓⾑⧃ 㔷ひ宗␒ᾼ⵵䖍㫼⑨㎟㤫Ҹ 㕟K㯮⧃幃幢ⴳ䠓䘿‭㯮⧃㢜⑨䴰䖕桕⢧虇⌅ ㅯ尯〵宗␒汧亩伢䖕Siew Kiat Wang姷䫉虇㢘⊈⇋ ╙╾㙜⃫䠓㜇㙩Ӂ⾁䀥∨ⷀ佡ӂҸ ℚ⬑虇⌅⋻▇䠓ㅯ尯〵宗␒。╿Arrture⾁峧⎴ ᾏ亊⎦姛䉉╙⢿䖕㜇㙩虇⬑槶ⴱ⁴ㄏ䠓庋䏸㮰ゞҷ㻐 ⑤宼∨㍘䚷㜇㙩ҷ⢥≞埤䖕╙⴩⃜憌忳宧撓虇⡯㳳╾ ⁴⢷⋷䖒㔴宇灭䉉槶ⴱ㕟K㢏ㇾㇾ䢇杫䠓⾑⧃㔷ひ 㢜⑨Ҹ 欨 㧋捛 㑘 拡 〦 桕 ⢧ 梊ⳟ ⛕ ⑨ 俌 䡲 Widhadh Waheed╙‭㻁喻捛憩⾑⧃㔷ひ╙ⴱ㏅凾俺帯帻⁉ Peony Wu‵嬚峘⌅⋻▇懚䚷㜿䠓㜇㙩㺭㈘虇ᾜ≔㕟 K↚⁉⒥䠓㢜⑨虇㢃㕟K㜿␮劌虇⵵䖍惘⤚Ҹ 欨㧋捛㑘拡〦桕⢧Ⅼ㒐朚㛍䠓㋚〵虇䖍㟑‵㳲 䦣䰅ᾏ䮽㜿䠓⛕㫼㮰ゞ處⌅♐䏛Ὶᾏ╾劌⢷㢹ℕ㕟 K⌀›䰉朢Ҹ

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For example, his company’s loyalty programme platform Arrture has identified a set of behavioural and geographical data such as the customers’ previous purchase patterns, mobile device usage data, image processing and location tracking records so it can provide the best relevant marketing to customers across global touch-points. Shangri-La Hotels and Resorts’ director of e-business Widhadh Waheed, and Asia Miles’ head of marketing and engagement Peony Wu, also saw their companies transforming with new insights from data to provide not only personalised services, but new features as well. With an open mind, the Shangri-La group is also looking into a new business model: one of its brands may provide shared spaces in the future. As for Asia Miles, the brand started providing travelling and dining content to different market segments and more member-exclusive experiences. It first divided data into qualitative and quantitative data, then built a member portfolio dashboard to understand members’ attitudes, perceptions and behaviour. Data such as spend frequency, family composition, share of wallet and the location where they are based all contributed to building a personal portfolio of the members. Based on the insights derived, the brand gamified members’ miles collection journeys last month to drive engagements. Food delivery start-up Deliveroo has also made use of data to expand its services. Earlier in May, the brand launched “Deliveroo Editions” to host collections of hand-picked restaurants, all specially designed for delivery. Deliveroo Hong Kong’s head of marketing and strategic projects Josh Nedeljkovic said the idea was driven from data, and that he was looking into launching the same services in Hong Kong. Q2: How should a company equip itself with the right tools and operations for smart data? According to Bertrand Chen, group data scientist at Cheung Kong Hutchison Holdings, utilising data with the right tools, especially machine learning, can greatly enhance the business process of marketing segmentation and targeting. “When using machine learning to do targeting, marketers are no longer forced to 40 M A R K ET I N G H O N G K O NG J ULY 201 7

play around the cut-off line, but they can use a score to do segmentation,” he said. For example, marketers may originally have had to confine their targeting segment to a particular price range that the audiences has spent, but now they can use the spending score as differentiators to improve the flexibility and accuracy. “It sounds like a small change, but it’s a great difference.” Make clear the division of labour between the marketing and tech teams Ravel Lai, regional IT and digital director for Jardine Restaurant Group HK, said for one particular project, his company’s CMO and CTO had to work hand-in-hand, but with a clear division of responsibilities. Using KFC’s latest digital initiative on the smart food-ordering machine, “Kolonel Fast Connect”, as an example, he said the company had the marketing team focus on the experience and social listening, and the technology team on cloud and social facilities. “The CMO focused on the campaign ideas, while the CIO initiated objectives as well as shared technology trends and advice. The CMO distributed handbills and table stickers,

“Like social media, there are different bars for different market segments, which means marketers have to choose where to talk, and what to talk.” 像社交媒體一樣ᅗ不同的酒吧 迎合不同的細分市場ᅙ市場推 廣人員必須選擇在䬟裡對話ᅗ 以及要談甚麼ᅙ

厂㝋Ӂ‭㻁喻捛憩ӂ虇封♐䏛朚⭚■ᾜ▛亿⎕⾑ ⧃㕟K㝔懙╙檟檁⋶ⵈ虇⁴╙㢃⪩㢒♰䓷ⵅ汣毦Ҹ封 ♐䏛欥⋗ⶖ㜇㙩㑕⎕䉉⴩ㆶ╙⴩捞㜇㙩虇䋅ㄛら䱚 㢒♰幖㜨⊏姷㤎虇⁴―孲㢒♰䠓㋚〵ҷ孏㊮╙姛䉉Ҹ 㼗幊槊䔖ҷⵅ〼䑏㹐ҷ撱⒔₌槜╙⌅㏏⢷⃜僽䳘㜇 㙩虇⋷抌㢘␸ら䱚㢒♰↚⁉幖㜨〺Ҹ 㧈㙩㏏䔁ㄦ䠓㺭㈘虇封♐䏛ᾙ㢗ⶖ㢒♰捛㜇亾 䯜懝䮚崙㎟懙㏁虇坘㳳炢⒄╒厖Ҹ ⪥干憮懭⎬␄⋻▇Deliveroo‵⎸䚷㜇㙩ℕ㚃ⷤ ⌅㢜⑨Ҹ封♐䏛㝋‣㢗⎬㔷⎉⶗䍮⪥干㫼⑨䠓儝橮 。╿Deliveroo Editions虇Ⓘ凩―♐䏛乍ㅒ㒠戇䠓檟 もҸ Deliveroo欨㾾⾑⧃㔷ひ╙䳥䛴榔䡽俌䡲Josh Nedeljkovic姷䫉虇憨↚㊂㹤㞾㧈㙩㜇㙩㺭㈘军⵵ 姛虇⁥㳲㢘㊞⢷欨㾾㔷⎉䢇▛䠓㢜⑨Ҹ

Q2ᅝᐢỔᾤᑙᒺᾜᲆ⋢ἡᛵᴙᨬ∋⍙ጤᗤ፛⍝ᓆ∗ ᑨᅞ 㙩朆㷮☛宧⵵㫼㢘柟⋻▇桕⢧㜇㙩䭠ⴇⵅBertrand Chen姷䫉虇懚䚷㳲䩉䠓⽴⌆ℕ埤䖕㜇㙩虇ⶳ⌅㞾 㯮⟷ⴇ兡虇㢘␸⪶⪶㕟ⓖ⾑⧃㔷ひ亿⎕╙⴩⃜䠓㛗 䔖Ҹ ⁥尹處Ӂℎ䚷㯮⟷ⴇ兡懁姛⴩⃜㟑虇⾑⧃㔷ひ⁉ ♰䊰梏⌜娺慺‑␒⎕䛛佩虇⁥↠╾⁴ℎ䚷⎕㜇ℕ懁 姛␒⎕Ҹӂ ℚ⬑虇⾑⧃㔷ひ⁉♰㢏⎬╾劌嬐ⶖ⌅⴩⃜亿⎕ 柟⏅⢷䐈⴩䠓╦䣍㼗幊䵓⢜⋶虇⃕䖍⢷⁥↠╾⁴䚷 㼗幊⎕㜇⃫Ⓩ⎕虇⁴㕟汧棗㻊ㆶ╙䀥䩉〵Ҹ Ӂ憨刌弆ℕ≞㞾ᾏ↚⶞⶞䠓惘崙虇⃕⽽⎴ㄗ⪶Ҹӂ

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while the CIO set up and tested the systems, trained the store staff and developed reports,” he said. “The two teams are not enemies, and it is the leaders’ responsibility to make sure they collaborate well.” Be transparent in data collection Along the way in data mining, Patrick Tam, director of strategy at XGATE, reminded marketers to gain the trust of customers by being transparent in data collection. “I’ve seen different levels of perception towards privacy,” he said. “The younger generations are more tolerant in terms of sharing their data, and they are also more custom to free services, while the older generations are more aware of the data that the (companies) are collecting. “Generally, sensitive and individual information such as customers’ addresses and phone numbers are what they’ve found too invasive to share. “Hong Kong companies are doing what’s enough in terms of today’s guidelines and regulations, but as the landscape evolves, and the customers become more concerned towards data privacy, marketers should evolve in their mindset as well.” WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

Q3: We can’t have a digital discussion without talking about social media. Any advice on how to unlock the power of scaled social? Social media is like drinking in a bar, Procter & Gamble Hong Kong’s senior brand manager for Hong Kong and Taiwan, Tim Hung said. “Going to the bar does not change who you are, it’s just one of the many touch-points. Having the right concept of social media is very important to us as marketers.” For example, before going to a bar, you have to remember who you are, and the purpose of your stay – a gathering for friends, or an after work drink? Likewise, marketers should stop assuming that social media will solve everything, and instead, identify the brand vision and the media objective to make an impression, he explained. “Like social media, there are different bars for different market segments, which means marketers have to choose where to talk, and what to talk about. You don’t have to visit every bar in town, but you’ll have to mind the etiquette when entering one: you wouldn’t behave the same way everywhere you go. “Some words are too serious for a bar, so if the video is not going viral on Facebook, it’s probably not for Facebook.” Tim Lehman, regional manager for Hong

ᏕᲵᭆ⇚ℚᕂᰰ‼ḻᚘ≘ፍጤ ㆰ☛ 檁橮 桕 ⢧ 欨 㾾╙ 䅂 朏幖宙 䭠 㐏 嗲 ‚ 灝㥞巹 姷䫉虇⌅⋻▇䠓欥⾼⾑⑨ⴧ虃CMO虄╙欥⾼㐏姢ⴧ 虃CTO虄梏嬐⢷ᾏ↚䐈⎴榔䡽ᾼ㚫㏚▗⃫虇⃕⋸冔㢘 㞝䩉䠓⎕⽴Ҹ ⁴ 刾 ㅆ ⦉ 㢏 㜿 䠓 㠉 劌 灭 檟 㯮 Kolonel Fast Connect䉉ℚ虇⁥姷䫉⌅⋻▇䠓⾑⧃㔷ひ⢧栙⶗㹷 㝋汣毦╙䫍″凕刌虇军㐏姢⢧栙⏖⶗㹷㝋梁䱾㐏姢 ╙䫍″宼㝌Ҹ ⁥尹處ӁCMO⶗㹷㝋⾑⧃㔷ひ㻊⑤㭚ㆬ虇军CIO ⏖媌⴩䡽㮨╙⎕›㐏姢強⑱╙ら峿ҸCMO帯帻⎕䠋 ≂✽╙㧛棱幋亨虇军CIO帯帻宼僽᾵㾻寵亊伀ҷ⦈客 〦♰╙佷⵺⧀◙Ҹӂ Ӂ⋸㚾⢧栙ᾜ㞾㜄⁉虇䴰䖕ⷳ㢘帻₊䩉Ⅼ⁥↠憩 ␪▗⃫Ҹӂ ᝉ៑∋⍙ᑳṇᛵᱜᚘឯ

XGATE䳥䛴俌䡲Patrick Tam㕟挡⾑⧃㔷ひ⁉♰虇⢷ 㒥㔧㜇㙩䠓▛㟑虇ㅔ榗Ⅼ㒐㜇㙩㛅桕䠓憞㞝〵虇⁴䔁 ㄦ槶ⴱ䠓ⅰ₊Ҹ ⁥尹處Ӂ⪶䣍⶜䭐桀㢘ᾜ▛䠓䢚㹤Ҹӂ Ӂ〃悤ᾏ⁲⶜⎕›⁥↠䠓㜇㙩悒⵻ⵈ虇军ᾣ㢃 兡㋲›䚷⋜幊㢜⑨虇军冐ᾏ悸⶜㝋虃ₐ㫼虄㛅桕㜇㙩 悒㛞㊮Ҹӂ Ӂᾏ去ℕ尹虇槶ⴱ㵣悒㐦㑡⎕›㛞㊮䠓↚⁉宙 ㇾ虇⬑⢿⣏╙梊尀埮䩋Ҹӂ Ӂ㒘䖍㟑䠓䀥⏖╙嬞⴩ℕ尹虇欨㾾䠓ₐ㫼⇩ㄦ 戓䴦彂⪯虇⃕样嗦⪶䘿⨒惘崙虇槶ⴱ㊗ℕ㊗捜嬥㜇 㙩䭐桀虇⾑⧃㔷ひ⁉♰‵㍘㛈崙⌅ㆬ似Ҹӂ

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Kong and North Asia at Hootsuite, admitted the first step to find the social ROI is always the “toughest thing to do”, but there’s one tip that always help. The simple tip from him is: don’t overthink. “Start with something simple, for example, I want to drive more sales, save money or mitigate risk; then define what matters and to whom. Understand what your investments actually are, and eventually create a framework, objective, benchmarks, goals, metrics and analytics.” Jason Wong, associate partner and head of marketing at ClusterTech, added that marketers should further leverage the responses on social media to formulate strategies. Comments are the most valuable social data “Marketers tend to put their focus on the number of fans, likes and reaches of a post, but text and comments are actually the most valuable data on social media,” Wong pointed out. “By interpreting and utilising them, marketers can spot emerging trends in public affairs and build up customer profiles for CRMs.”

Some of the most useful information on Facebook includes demographic data, behavioural data and psychographic data, he suggested. By using machine learning to help categorise text and identifying customers’ sentiment objectively, marketers can provide personalised and relevant recommendations and promotions to potential customers. Wong reminded that marketers should also keep an eye on “promoters” who share and tag friends a lot on social media, as they possess strong social influencing power similar to key opinion leaders. “Don’t just focus on their social behaviour, but look at their social circle and share good items to keep them in the game,” he said. “They might not be the highest spenders in your CRM, but the friends they tag might be your potential customers.” Q4: How to turn customers into brand ambassadors on the internet? Comments on social are not only valuable data sets, they also play an important role in WOM (word-of-mouth) marketing.

Q3ᅝ∋≜ᩜ⊹◪ጰḶ᛻ᐐ᳂➳ᛵᾭ◶ᅗ⁝ᚑᶋᴄ᛻ ᐐ᳂➳ᛵ∬ዾᑺᒺឰ⛠ᅞ ⶅ䃣欨㾾╙╿䇲汧亩♐䏛伢䖕Tim Hung姷䫉虇䫍″ Ⱑ汣ⷀ≞╊拡▶✬拡Ҹ Ӂ╊拡▶ᾜ㢒㛈崙⃯䠓㢻幹虇憨╹㞾䣍⪩㔴宇 灭ῚᾏҸ⶜䫍″Ⱑ汣Ⅼ㒐㳲䩉䠓孏ㆄ虇⶜㎠↠憨‪ ⾑⧃㔷ひ⁉♰ℕ尹棭⿇捜嬐Ҹӂ ⁥孲捚虇╊拡▶Ὶ⏜虇⪩㢒峈宧卹⾀㞾尿虇⁴╙ ╊拡▶䠓䡽䠓處㞾㢚╚凩㢒虇㎥冔⽴檧㼗懲虚▛㮲 ⢿虇⾑⧃㔷ひ⁉♰ᾜ㍘⌜⇖宼䫍″Ⱑ汣劌孲㸉ᾏ⎖虇 䢇╜㍘损㾔♐䏛槧㟾╙Ⱑ汣䡽㮨虇⁳⁉䛨ᾚ⓿巰Ҹ Ӂ≞䫍″Ⱑ汣ᾏ㮲虇ᾜ▛䠓拡▶慝▗ᾜ▛䠓亿⎕ ⾑⧃Ҹ⾑⧃㔷ひ⁉♰ㅔ榗戇㙖⢷♹婰⶜尀虇⁴╙嬐 屖䚩灋Ҹ⃯䊰梏⏜ㄏ㵞ᾏ朢拡▶虇⃕䜅⃯懁⋴ᾏ朢拡 ▶㟑虇ㅔ榗㹷㊞䬽⊏虇⡯䉉㵞↚⢿㝈抌㢘卹⾀䠓嬞 䥸Ҹӂ Ӂ㢘‪寭ヨ ⶜ 㝋拡▶ ℕ 尹 ⪹ ⡃刔―虇⡯㳳⬑ 㤫ᾏ㵄㄀䏖㢹劌⢷ Facebook䱓五虇ⴒ╾劌ᾜ懸▗ FacebookҸӂ Hootsuite欨㾾╙⒦‭Ⓩ⥮伢䖕Tim Lehman㐎 尜虇⶚㷑䫍″Ⱑ汣㐤幖⡭⧀䠓䲻ᾏ㳴俌㞾Ӂ㢏吀桲 䠓‚ӂҸ⁥䠓䶰✽幋⩺ⷀ㞾處ᾜ嬐㊂⪹⪩Ҹ Ӂㄭ䶰✽䠓‚䏸朚⭚虇ℚ⬑㊂⏉䅏摆⚽ҷ䵏䢐幖 捠㎥柜⃝樷根虇䋅ㄛ䩉⴩㢘⃤捜嬐⡯亯╙⶜巰㞾尿Ҹ ―孲⃯䠓⵵株㐤幖㞾䚩灋虇᾵㢏仑ら䱚ᾏ⫦㧕㥅ҷ䡽 㮨ҷ⦉䀥ҷ㒖㮨╙⎕㤟㜇㙩Ҹӂ 凾䭠桕⢧凾⾼▗⪴⁉⌋⾑⧃扷Ὴ䴰灒ㅯⅰ婫⋔ 姷䫉虇⾑⧃㔷ひ⁉♰㍘懁ᾏ㳴✓䚷䫍″Ⱑ汣䠓⡭㍘ ℕ⏅⴩ᾚᾏ㳴䳥䛴Ҹ ᷵⊹៦᲌ᑺ↡ᣚᛵ᛻ᐐ᳂➳∋⍙ 灒ㅯⅰ㒖⎉處Ӂ⾑⧃㔷ひ⁉♰≍■杫㹷丘企⁉㜇ҷ崩 ⬌㲰㜇⁴╙㜖䱯嬕噚䵓⢜虇⃕㜖⳦宙ㇾ╙寤履㏜㞾 䫍″Ⱑ汣ᾙ㢏㢘⊈⇋䠓㜇㙩Ҹӂ Ӂ憩懝⎕㤟╙✓䚷憨‪寤履虇⾑⧃㔷ひ⁉♰╾⁴ 䠋㔧䫍㢒㜿厗強⑱虇᾵䉉ⴱ㏅杫⅑䴰䖕亊伀虃CRM虄 ら䱚ⴱ㏅幖㜨Ҹӂ ⁥㒖⎉虇Facebook䠓ᾏ‪㢘䚷幖宙⒔㑻⁉╲伀 宗㜇㙩ҷ姛䉉㜇㙩╙ㅒ䖕㜇㙩Ҹ懚䚷㯮⟷ⴇ兡ℕⴱ 孏⎕槭㜖⳦宙ㇾ╙峧⎴槶ⴱ䠓㉔佡虇⾑⧃㔷ひ⁉ ♰╾⁴■䃪⢷槶ⴱ㕟K↚⁉⒥䠓䢇杫ら峿╙⅒摆 宙ㇾҸ 灒ㅯⅰ㕟挡虇⾑⧃㔷ひ⁉♰‵㍘䛨㊞Ӂ㔷摆冔ӂ虇 ⁥↠伢⿇⢷䫍″Ⱑ汣ᾙ⎕›╙㮨宧㢚╚虇㙐㢘彮杫 攄㊞嬚榧娥槭⃋䠓テ⪶䫍㢒㄀榎␪Ҹ Ӂᾜ嬐╹杫㹷⁥↠䠓䫍″Ⱑ汣姛䉉虇‵嬐䛨㊞⁥ ↠䠓䫍″⢗虇᾵厖⁥↠⎕›⬌䠓䚱♐⁴䛨⃞⁥↠Ҹӂ ⁥尹處Ӂ⁥↠╾劌ᾜ㞾⃯䠓CRMᾼ㼗幊㢏汧䠓⁉⩺虇 ⃕⁥↠㮨宧䠓㢚╚╾劌㞾⃯䠓䃪⢷槶ⴱҸӂ

Q4ᅝᑙᒺᕆ❁ហ➦ᑯጹⓨ⃿ጆᛵ᝸ᵬጙᗐᅞ 䫍″Ⱑ汣ᾙ䠓寤履ᾜ≔㞾ⶅ幃䠓㜇㙩虇军ᾣ⢷╲䨠 䍮摆虃WOM虄ᾼ΅弆嗦捜嬐䠓⃫䚷Ҹ 儝ⵈ佁〦 Strawberrynet ⾑⧃㔷ひ俌䡲 Terry Chu尹處Ӂ≂伀䠓WOMᾜ彂⁴尹㢜䖍⁙䠓㠉劌㼗幊 冔虇⁥↠㢒⢷佁ᾙ䦣䰅䚱♐Ҹӂ Ӂ䋅军虇㼗幊冔≍■⢷‡凾佁ᾙ⵺帯寤⪩㝋㳲 寤虇㢘‪䚩厂ᾜ㞾㎠↠䠓䢮㳲槶ⴱҸӂ

42 M A R K ET I N G H O N G K O NG J ULY 201 7

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䉉―㢃⬌⢿㔶⏅䫍″Ⱑ汣ᾙ䠓寤履虇封⋻▇朚 ⭚■ㅯ⵵㢒♰㕟K䓝⒄虇⁴炢⒄⁥↠㘿⵺䚱♐寤⊈虇 ㄭ军Ⅼ崆╙㕟ⓖ♐䏛ヱ巰Ҹ Ӂ䳥 䛴 㞾 戇 㙖⡭榼 ⴱҷ攥 ⴩ ᾵ 㕟 K 䓝 ⒄虇⁴ 炢⒄⁥↠㘿⵺䚱♐寤⊈虇憨㢘␸㕟汧䚱♐⢷㖫亱 イ㙝ᾙ䠓灭㙙䔖Ҹⴛ ㎟佁ᾙ⛞┆䠓㢒♰虇㎠↠‵ 㢒憐ᾙ⋜幊䬽♐虇䋅ㄛⶖ寤⎕╙寤履㜃▗⎿佁䱨 ῚᾼҸӂ

“Traditional WOM is not enough to convince smart consumers nowadays – they’ll do product research online,” said Terry Chu, marketing director for beauty online store Strawberrynet. “However, consumers tend to write more negative than positive reviews on the internet; some might not even be our real customers.” To take more control of the reviews on social, the company started providing incentives for loyal members to write product reviews, which in turn protects and enhances the brand image. “The strategy is to select repeat customers, target them and provide incentives for them to write product reviews which helps to increase click rate in the search engine as well. We’ll also offer them free gifts by filling in our online survey, then integrate ratings and reviews into the websites.” Q5: Are there any social media strategies that we, as Hong Kong marketers, can learn from China? Methy Chi, vice-president of strategic marketing and innovations at CSL Mobile and The Club, as well as Matthew Chan, assistant general manager for digital strategy at New World Development, both agreed that Hong Kong and China are going through different digital evolutions because of geographical and cultural differences. “The big market in China has fostered an integrated, vertical digital ecosystem,” Chi said. “For example, there’s a payment feature in WeChat, and brands can integrate transactions into the WeChat shop. Hong Kong, on the other hand, is more focused on Facebook.” She advised businesses to invest and understand the huge Chinese market, and seek partnerships with China’s AT (Alibaba and Tencent) if applicable. New World Development’s Chan added that Chinese marketers can apply more variety on mobile to interact with audiences in the landscape, for example, doing live-streaming on platforms. However, he would not expect any of the Chinese platforms and mechanisms to run the same in Hong Kong. “There are technology innovations in China, but I don’t see them as breakthroughs – they are just digital evolutions that are motivated by the environment in the region. Yet, I would advise marketers to learn the innovative attitude from Chinese marketers. Lots of marketers in Hong Kong are very smart, and by embracing digital transformation, we would see positive changes in the city.” WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

Q6: Mobile continues to be a robust space for marketers and advertisers. What are the taboos and no-nos when it comes to marketing on mobile? Herbert Lam, head of digital marketing for Asia at Sun Life Financial Asia, said there were several misconceptions that marketers should take care of when it comes to mobile marketing. The most common one, he stated, was to “understand mobile metrics with a desktop mindset”. “Mobile requires a very different monitoring and measurement. Marketers can study readily available brand safety tools in the market to ensure ad viewability, ad verification, and prevent ad fraud across all devices,” he said. Another difference between mobile and desktop is the way customers look for information on apps or browsers. “Mobile has a smaller screen size, so being at the top is important,” he explained. “When you are there, take up as much space as possible to guarantee higher exposures.” A few things to bear in mind when doing content marketing on mobile, he said, was to keep things short with strong headlines and put powerful content upfront. “Don’t be clickbait – it’s the worst way of getting someone to click your article,” he added.

Q5ᅝጱ᫓ᛵ᛻ᐐ᳂➳ᶠᯇᑺᕶᑺᣚᬗᣍᵁᏕᲵᭆ⇚ ዷᤍ⍆ᰂᛵᑊ፵ᅞ CSL 䮊 ⑤ ╙ The Club 䳥 䛴 䍮 摆 厖 ␄ 㜿 ⏾ 俌 婐 Methy Chi虇⁴ ╙㜿 ᾥ䛛䠋 ⷤ 㢘柟⋻▇㜇䩋䳥䛴 ␸䖕 俌伢䖕 Matthew Chan⣖▛㊞虇䛀㝋⢿ 䖕 ╙ 㜖⒥⽽䛿虇欨㾾厖ᾼ⢚㳲伢㴆ᾜ▛䠓㜇䩋⒥䂣崙 懁䮚Ҹ Chi尹處Ӂᾼ⢚䠓⪶⾑⧃⾁ヱ㎟ᾏ⫦ⴛ㜃䠓⤑䢃 㜇䩋䚮㋚亊伀Ҹӂ Ӂℚ ⬑虇ㄽ ⅰ 宼 㢘 ⁧ 㳍 ␮ 劌虇♐ 䏛 ╾ ⁴ ⶖ ″ 㞢 夜 ⋴ ㄽ ⅰ ⛕ 〦Ҹ╵ ᾏ 㝈 棱虇欨 㾾 㢃 ⶗ 㹷 㝋 FacebookҸӂ ⬈ ら 峿 ₐ 㫼 㐤 幖 ╙―孲 焟 ⪶ 䠓 ᾼ ⢚ ⾑ ⧃虇 ╾⁴䠓尀虇⶚㷑厖ᾼ⢚䠓 AT虃柎捛⾃⾃╙ 殿宙虄 ▗⃫Ҹ 㜿ᾥ䛛䠋ⷤ㢘柟⋻▇䠓Chan婫⋔姷䫉虇ᾼ⢚䠓 ⾑⧃㔷ひ⁉♰╾⁴⢷㻐⑤宼∨ᾙℎ䚷㢃‣呀⋺朏䠓 㝈ゞ厖╦䣍‡⑤虇ℚ⬑⢷。╿ᾙ懁姛䢃㘼Ҹ 䋅 军虇⁥ ᾜ 尜 䉉 ᾼ ⢚ 䠓 。 ╿ ╙ 㯮 ⏅ 懸 䚷 㝋 欨㾾Ҹ Ӂᾼ⢚䠓䩉㢘␄㜿䠓㐏姢虇⃕㎠ᾜ尜 䉉㞾 䰐 䧃虇戲╹㞾╦⢿Ⓩ䘿⨒㄀榎军⎉䖍䠓㜇䩋⒥䂣崙军 ⾁Ҹ䋅军虇㎠ら峿⾑⧃㔷ひ⁉♰㍘ⴇ兡ᾼ⢚⾑⧃㔷 ひ⁉♰䠓␄㜿㋚〵Ҹㄗ⪩欨㾾䠓⾑⧃㔷ひ⁉♰抌ㄗ 凿㞝虇军样嗦㜇䩋⒥惘⤚虇㎠↠㢒䢚⎿欨㾾䠓䯜㬄 惘崙Ҹӂ Q6ᅝ᠐ ᪳ ᰿ᲆፁ ᵩ ៦Ꮥ Ჵ ᭆ ⇚ ዷ ᤍ ፛ ⇚ᓯ᪼ᛵ ᢽᢢᶋ᤺ᜀḸᅙᑋ፯ ⍶⒠⋱፵ᣃᅗᑺᠻ↚὇ᔶ ፛ ᢿᗯᅞ 㷇㞝捠夜虃‭㻁虄㜇䩋䍮摆帯帻⁉Herbert Lam姷 䫉虇⾑⧃㔷ひ⁉♰⢷懁姛㏚㯮䍮摆㟑虇嬐㹷㊞」↚ 撾尳孏ㆄҸ ⁥姷䫉虇㢏⿇嬚䠓ᾏ↚撾尳孏ㆄ㞾Ӂ⁴㧛棱梊勵 䠓ㆬ似ℕ䖕孲㏚㯮㒖㮨ӂҸ ! ⁥尹處Ӂ㻐⑤宼∨梏嬐棭⿇ᾜ▛䠓䡲㔶╙㾻捞 㝈ゞ虇⾑⧃㔷ひ⁉♰╾⁴䦣䰅⾑⧃ᾙ䖍㢘䠓♐䏛ⴘ ⋷⽴⌆虇⁴䩉Ⅼひ◙䠓㡬⋘䔖ҷひ◙毦峘ҷ⁴╙柁㳱 ㏏㢘宼∨ᾙ䠓ひ◙㳉察Ҹӂ 㻐⑤宼∨厖㧛棱梊勵䠓╵ᾏ↚Ⓩ⎴虇㞾槶ⴱ⢷ ㍘䚷䮚ゞ㎥䆞孌⟷ᾙ㥴㐍宙ㇾ䠓㝈ゞҸ Ӂ㏚ 㯮 ⷞ ⿤ 悒 ⶞虇㏏ ⁴ ⃣ 㙩 榑 䱾 ⃜ 僽 ㄗ 捜 嬐Ҹӂ⁥孲捚尹處Ӂ⢷㻐⑤宼∨ᾙ虇䡰╾劌⃣㙩㢏⪩䠓 䰉朢虇⁴䩉Ⅼ㢃汧䠓㡬⋘䔖Ҹӂ ⁥姷䫉虇⢷㻐⑤宼∨懁姛⋶ⵈ䍮摆㟑嬐㹷㊞」 灭虇ⷀ㞾嬐Ⅼ㒐⋶ⵈ䶰䃣虇᾵㔰䚷テ军㢘␪䠓㮨槛虇 ᾵ⶖ⌆㄀榎␪䠓⋶ⵈ㛍⢷㢏⏜Ҹ ⁥婫⋔處Ӂᾜ嬐⇩㮨槛灷虇憨㞾◇イ⁉灭㙙㜖䱯 䠓㢏乮乤㝈㹤Ҹӂ

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As China’s most profitable shopping website and e-wallet company, Alibaba Group hosted several summits covering the future of retail, e-commerce and entrepreneurship in its home base of Hangzhou in July, in which it looked at how it can disrupt the world’s business ecosystem by capitalising on the power of big data. Inti Tam writes. 作為中國最賺錢的購物網站及電子錢 包公司ᅗ阿里巴巴集團於七月份在總 部杭州舉辦一系列探討零售ᅘ電子商 務及創業的大會ᅗ分享如何善用大數 據的力量顛覆全球商業生態系統ᅙ Inti Tam報導ᅙ

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Jack Ma, executive chairman of Alibaba Group, believes manufacturing and supply chains will be next on the disruption list, and has urged retailers and manufacturers to change their mindsets and rethink their business models. Speaking at Alibaba’s 2017 Global Netrepreneur Conference, Ma said many customers these days look for highly customised products – therefore, mass production and the one-size-fits-all model will no longer be the norm in the future. He said in the next 30 years, the development of AI, big data, cloud and machine learning will far exceed human imagination – so after the retail industry, he thinks manufacturing and supply chain will be the next ones to be disrupted. “In the past, we said, ‘made in China’ or ‘made in France’, but the future will be ‘made in internet’ – it might be designed in the US, made in Germany, assembled in China and sold to the rest of the world,” he said. In this sense, to meet the emerging trend of personalisation, the market will transform from a B2C-centric to a C2B-centric business model, and he urged manufacturers and brands to take notice of global trends and rethink their business models or “your company won’t be able to survive”. Logistics are a vital part of any e-commerce business’ operations, and during the conference, he talked about the Alibaba-SF Express dispute over data for the first time. He said he was out of town when it happened and didn’t know about the dispute until he read the newspaper. “It’s normal for companies to have minor disagreements, but it was settled in the end.” He praised SF Express, saying it is a good company and asserted that Alibaba has no interest in competing with any logistics company. Meanwhile, Alibaba Group CEO Daniel Zhang emphasised the data collected from consumers allows companies such as Alibaba to see where customer needs exist, and meet them before even the customers know they exist. “We are moving from satisfying needs to creating needs.” Alibaba has so far focused heavily on incorporating elements of “new retail” into its business model. 46 M AR K ET I N G H O N G K O N G J ULY 201 7

In the past, we said, ‘made in China’ or ‘made in France’, but the future will be ‘made in internet’. 「以前我們說中國製 造ᅘ法國製造ᅗ今後將是 『Made in Internet』 (互聯網製造)ᅙ」

Zhang defined it as the use of big data, new technologies and the upgrade of manufacturing and innovative financial tools to fundamentally change the relationship between consumers, merchandise and the retail space. “In this world, online and offline shopping are merged, content is used to engage consumers, and the consumer experience plays out on a mobile phone,” he said. Ma added the next three to five years would be a crucial period for the promotion of new economies and thus the company needs to combine the forces of business units ranging from financial services to logistics infrastructure. New economies would also help push forward the supply-side reform and boost China’s domestic consumer market. Meanwhile, the e-commerce giant also put a clear focus on the future of retail by featuring two new technologies to disrupt the offline retail space at its second annual Taobao Maker Festival. It has embraced the “new retail” strategy where big data technology connects and optimises offline outlets and online stores to enhance the customer experience. An experimental cashier-less store called “Tao Cafe” lets your imagination run wild.

᜷ᖾ፧፧ṇ‼ᾄᗇᔡ᎐᥆᪑ṊᜨᐆᅗℽᱛỔ፛ᗒ⑬ 敗姛㫼ⶖ㞾ᾚᾏ↚槪嬕䠓姛㫼虇᾵㛵⅒梅⚽⛕╙媌 憯⛕㛈崙孏ㆄ虇捜㜿ㆬ冒⌅⛕㫼㮰ゞҸ ⢷柎捛⾃⾃2017⪸ᾚ佁⛕⪶㢒ᾙ虇欻梁姷䫉虇䖍 ⢷寀⪩㼗幊冔抌⢷⶚㐍汧〵↚⁉⒥䠓䚱♐虇⡯㳳虇⪶ 嬞㮰䚮䚱╙ᾏ㎟ᾜ崙䠓⛕㫼㮰ゞⶖℕᾜ⌜懸䚷Ҹ 欻梁姷䫉虇⁉⽴㠉劌虃AI虄ҷ⪶㜇㙩ҷ梁䱾╙㯮⟷ ⴇ兡㢹ℕᾘⓐ〃䠓䠋ⷤ虇ⶖ懯懯弔⎉⁉槭䠓㊂≞虇 ⡯㳳個梅⚽㫼Ὶㄛ虇⁥尜䉉媌憯㫼╙K㍘敗姛㫼ⶖ 㞾ᾚᾏ↚娺ㅈ〤㛈崙䠓姛㫼ҸӁ⁴⏜㎠↠尹ᾼ⢚媌 憯ҷ㹤⢚媌憯虇⁙ㄛⶖ㞾ӃMade in Internetӄ虃‡凾 佁媌憯虄虇╾劌宼宗㞾儝⢚䠓虇媌憯㞾ㅆ⢚䠓虇仓婬 㞾ᾼ⢚䠓虇⋷ᾥ䛛摆⚽Ҹӂ ⡯㳳虇䉉慝▗↚⁉⒥強⑱虇⾑⧃ⶖㄭ⁴B2C䉉ᾼ ㅒ䠓⛕㫼㮰ゞ虇惘崙䉉⁴C2B䉉ᾼㅒ䠓⛕㫼㮰ゞҸ⁥ ☋丁媌憯⛕╙♐䏛㹷㊞⋷䖒強⑱虇捜㜿ㆬ冒⌅㔰䚷 䠓⛕㫼㮰ゞ虇▵⏖Ӂⶖ䊰㹤䚮⳧ӂҸ 䏸㻐㞾₊⃤梊⛕㫼⑨䠓捜嬐ᾏ䘿虇⢷⪶㢒ᾙ虇欻 梁欥㲰屖╙柎捛⾃⾃厖榕巟憮懚䠓㜇㙩亪䎼Ҹ⁥姷 䫉虇‚㉔䠋䚮䠓㟑↨⁥䠓⁉⢷⪥⢿虇䢃⎿⁥䢚⧀亨㏜ 䥴懢ҸӁₐ㫼Ὶ朢㢘⶞㗸㙵ㄗ㳲⿇虇⋸⪺⭊΅◄㥅虇 ⃕㢏仑ㄦ⎿―孲㸉Ҹӂ ⁥崩㕩榕巟憮懚虇᾵姷䫉憨㞾ᾏⵅㄗ⬌䠓⋻▇虇 ╗㒖柎捛⾃⾃ᾜ劌㐙⎴⁉䠓橾䨦抌㗅⋘虇Ӂ柎捛⾃⾃

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By scanning a QR code on the Taobao app at the entrance of the store, patrons are tracked with cameras for facial recognition. After going through the checkout doors, customers can automatically make a purchase through their smartphones without needing to head to a register and then leave the store with their items in hand. The company said its AI and data technologies have made it possible for customers to shop at this offline store without queuing to pay. If you think the e-commerce giant plans to get a slice of the brick-and-mortar pie, then you may be wrong. “It’s not about Alibaba wanting to open more cafes, we are not in the restaurant business … it’s about digitalising the footprints of the visitors to an offline store,” said Chris Tung, chief marketing officer of Alibaba Group. He said, for example, in the online world, Alibaba can always personalise every web page based on a user’s interest and preference thanks to big data. WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

“When you open our app, every moment is different.” But on the other hand, “offline is becoming not so exciting anymore”, because many physical stores are found to be very similar with no variation. Tung said offline retailers could improve by adopting online data capabilities to link the identity of the customers and optimise their instore shopping experience. “The more a user browses, the better the system understands their interests, and the better it can provide more relevant and personalised messages for them – it’s a healthy cycle.” So in this sense, he said after a company has an understanding of what your customers need online, then it can allocate the products they want in the physical offline store accordingly. Tung explained the pop-up Tao Cafe was one of the ways to showcase this “new retail” notion. “The cafe is just a demonstration of what

⁙⪸汣捞懝⪶虇ㅔ榗⇩⎴⁉ᾜ槧㊞⇩ҷᾜ劌⇩ҷ⃕╗ ᾜㄦᾜ⇩䠓‚㉔Ҹӂ⁥╗尹處Ӂ柎捛⾃⾃尜䉉㢹ℕ䠓 㯮㢒⪹⪶虇㸡㢘ㅔ嬐╊㸥㙙₊⃤ᾏ↚⎸䡙彮㎠↠䢇 杫䠓姛㫼Ҹӂ ╵ᾏ㝈棱虇柎捛⾃⾃桕⢧欥⾼⦆姛ⴧツ⑖テ屎虇 㛅桕㼗幊冔㜇㙩㢘␸柎捛⾃⾃䳘ₐ㫼―孲᾵榟⋗慝 ▗㼗幊冔䠓梏㷑ҸӁ㎠↠䖍㳲ㄭ䂎彂梏㷑成■␄憯梏 㷑Ҹӂ 柎捛⾃⾃䡽⏜㳲厃␪ⶖӁ㜿梅⚽ӂ䠓嬐亯夜⋴⌅ 㫼⑨㮰ゞῚᾼҸ ツ⑖姷䫉虇⌅捜灭⢷㝋✓䚷⪶㜇㙩ҷ㜿㐏姢ҷⓖ 亩䚮䚱╙␄㜿捠夜⽴⌆虇ㅈ〤㛈崙㼗幊冔ҷ⛕♐╙ 梅⚽䰉朢Ὶ朢䠓杫⅑ҸӁ⢷䖍⁙ᾥ⁲虇⢷佩厖桱佩庋 䏸▗军䉉ᾏ虇⋶ⵈ㎟䉉◇イ㼗幊冔䠓⽴⌆虇㏚㯮㎟䉉 㼗幊冔汣毦䠓⧃⢿Ҹӂ

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Alibaba’s experimental staff-less cafe. 柎捛⾃⾃欥㲰ⷤ䫉寵毦ㆶ幹䠓䊰⁉⛕〦Ӂ㽧☥⛰ӂҸ 48 M A R K ET I N G H O N G K O NG J ULY 201 7

can be done (for retail business), and opens up people’s thinking and calls for more collaboration.” Another innovation by the company has been in the smart home speaker space with the launch of the voice assistant speaker Tmall Genie X1 for 499 yuan. The device can be activated by saying “Tmall Genie” in Mandarin. As the name suggests, the Tmall Genie can order items from Alibaba’s shopping site Tmall through voice commands. It also has voice print recognition to ensure that only authorised users can place orders. At its Taobao Maker Festival, it brought together 108 Taobao store owners, who sell everything from fashion items to oil paper umbrellas to novelty souvenirs. The number of merchant participants increased by 50% this year. The event comprised four themed zones that represented current trends, subculture, little things in life and individual designs.

欻梁婫⋔姷䫉虇㢹ℕᾘ厂‣〃ⶖ㞾㜿伢䅮䠋ⷤ 䠓杫攄㟑㢮虇⡯㳳封⋻▇梏嬐仟▗ㄭ捠夜㢜⑨⎿䏸 㻐⦉䪝宼㝌䳘㫼⑨扷朏䠓␪捞Ҹ㜿厗伢䅮汣΅ⶖ 㢘␸㝋㔷⑤K㍘㝈㛈棸虇㔷⑤ᾼ⢚⢚⋶㼗幊⾑⧃䠋 ⷤҸ 厖㳳▛㟑虇封梊⛕⽷榼⢷䲻‛ⷕ㽧ⶅ憯䏸䵏ᾙ虇 㔷⎉―⋸㳍槪嬕佩ᾚ梅⚽㫼䠓㜿㐏姢Ҹ ⢷Ӂ㜿梅⚽ӂ㬑ㆄᾚ虇柎捛⾃⾃懚䚷⪶㜇㙩㐏 姢虇憲㔴᾵㕟ⓖ桱佩佁灭╙佁ᾙ⛕〦虇㔷⎉䊰⁉弔 ⾑Ӂ㽧☥⛰ӂ虇⵵䖍䊰㱒㰾仟幻虇⁴⨭テⴱ㏅汣毦虇ⶖ ㊂≞⒥䉉䖍⵵Ҹ 槶ⴱ懁〦㟑梏嬐㏢朚Ӂ㏚㯮㽧ⶅӂ㔒䩋䔁ㄦ梊ⳟ ⋴⧃䩋虇᾵ℎ䚷䢇㯮懁姛棱扷峧⎴Ҹ桱〦⏜虇䚷㏅ㅔ 榗伢懝仟䴦朏╲虇憩懝㠉劌㏚㯮卹⑤仟幻虇䊰梏伢懝 㱒㰾ⷀ╾⿅廿⛕♐桱朚〦摹Ҹ 封⋻▇姷䫉虇⁉⽴㠉劌╙㜇㙩㐏姢崢槶ⴱᾜ䚷 㔡栙⁧㳍ⷀ╾⁴⢷憨↚桱佩⛕〦庋䏸Ҹ ⬑㤫⃯⁴䉉封梊⛕⽷榼㞾㊂⢷⵵汣梅⚽㫼⎕ᾏ 㣾先䠓尀虇戲ⷀ撾―Ҹ柎捛⾃⾃桕⢧欥⾼⾑⧃ⴧ嗲㢻 㺹尹處Ӂ柎捛⾃⾃᾵棭㊂朚㢃⪩☥⛰〦虇㎠↠ᾜ㞾伢 䍮檟檁㫼⑨///憨㞾⢷㝋憞懝㜇䩋⒥虇㕟ⓖ㼗幊冔䠓 庋䏸汣毦Ҹӂ WWW. MARK E TING—IN TE RAC TI VE . C OM


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In this world, online and offline shopping are merged, content is used to engage consumers, and the consumer experience plays out on a mobile phone. 在現今世代ᅗ在線與離線購物 合而為一ᅗ內容成為吸引消費 者的工具ᅗ手機成為消費者體 驗的場地ᅙ

Among these zones, buyers could find celebrity merchants as well as merchandise stores originating from popular online shows and characters. Visitors could touch and feel the products that the shop owners displayed, however, no physical transactions were made as it was not meant to be a sales-driven event. Rather, the carnival-like offline event was more about consumer engagement. Tung described the festival as “so refreshing” and stated that “nowhere in the world, can you find a festival like this”. He said Taobao was now a paradise for young people who were passionate about creating unique things and exchanging ideas. WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

“If you want to do something creative, come to Taobao.” The CMO said in the future he hoped to see the festival go global much like the Singles’ Day shopping bonanza. To address the gap in wages and opportunities between women and men, Ma also spoke at the Global Conference on Women and Entrepreneurship 2017. He said women were the “secret sauce” behind the rapid growth of Alibaba, and stressed that women’s attention to detail would outperform men in the age of robotics and machine learning. He also talked about the company’s own gender diversity, with more than one-third of its founders being women, with a similar percentage taking senior management roles. “Eighteen years since we founded Alibaba, it has consistently been female co-workers that pushed me forward.”

⁥姷䫉ℚ⬑⢷佁仰ᾥ䛛ᾼ虇⋷広⪶㜇㙩虇柎捛⾃ ⾃俌㞾╾⁴㧈㙩䚷㏅䠓厗弲╙✫⬌ℕ↚ㆶ⒥㵞↚佁 榐ҸӁ䜅⃯㏢朚㎠↠䠓㍘䚷䮚ゞ㟑虇㵞ᾏ⏊抌㢘ᾜ▛ 䠓汣毦Ҹӂ ⃕⢷╵ᾏ㝈棱虇Ӂ桱佩庋䏸崙ㄦᾜ⌜戲灋㢘弲 ―ӂ虇⡯䉉寀⪩⵵汣〦抌棭⿇䢇⃋虇㲯僉䐈吁Ҹ 嗲㢻㺹姷䫉虇梅⚽⛕╾⁴懚䚷佁ᾙ㜇㙩ℕ峧⎴ 槶ⴱ怺₌虇ㄭ军㕟ⓖ⁥↠⢷〦⋶䠓庋䏸汣毦處Ӂ䚷 ㏅䆞孌㊗⪩虇亊伀㊗劌―孲⁥↠䠓厗弲虇᾵䉉⁥↠ 㕟K㢃⪩䢇杫╙↚⁉⒥䠓宙ㇾ虇憨㞾ᾏ↚叾⬌䠓ㄹ 䘿Ҹӂ ⡯㳳⁥姷䫉虇䜅ₐ㫼⢷佁ᾙ―孲槶ⴱ䠓梏㷑ㄛ虇 ⷀ╾⁴䢇㍘⢿⢷⵵汣〦㛍僽槶ⴱ㊂嬐䠓䚱♐Ҹ 嗲㢻㺹孲捚㒖虇Ӂ㽧☥⛰ӂ柟㟑〦㞾ⷤ䫉憨↚ Ӂ㜿梅⚽ӂ㬑ㆄ䠓㝈ゞῚᾏҸӁ憨ⵅ☥⛰〦╹㞾虃梅 ⚽㫼虄伢䍮㝈ゞ䠓ᾏ↚䫉䵓虇ㄭ军朚東⁉↠䠓ㆬ似虇 ⿅⑤㢃⪩▗⃫Ҹӂ 封㻊⑤䠓╵ᾏ↚␄㜿䊵灭虇㞾封⋻▇⾁㼘彂㠉劌 ⵅⷔ㕩刁⟷榧⥮虇㔷⎉ᾏ㳍㠉劌✖╼Ӂ⪸帢乍棗X1ӂ 虇⴩⊈499⋒⁉㶠⿲Ҹ 封 㳍 宼 ∨ ⁴ 㟽 憩 尀 㒖 ⁳ ⛮ ⑤虇槶 ▜ ㆬ 儸虇 Ӂ⪸帢乍棗Y2ӂ╾憩懝尭概㒖⁳ㄭ柎捛⾃⾃䠓庋䏸佁 䱨⪸帢宑庋⛕♐虇᾵ᾣ⌆∨刁亚峧⎴␮劌虇䩉Ⅼ╹㢘 㔗㲙䚷㏅㏜╾⁴ᾚ宑✽Ҹ 䲻‛ⷕ㽧ⶅ憯䏸䵏Ⓘ桕―108ⵅ㽧ⶅ⛕ⵅ虇⎉⚽ 䠓⛕♐⒔㑻㟑ⶩ䚱♐ҷ㹈亨桷∧ҷ⁴厂㜿⫖䃽䏸Ҹ⁙ 〃䠓╒ⷤ⛕㜇䡽⨭␯―50虀Ҹ 㢒⧃␒⎕䉉Ӂ㤀⾑嬎⾑ⓦ⒦姦ӂ虇⎕⎴⁲姷䃽 䔸灠⾑ҷ㹊㊗儝⬌ҷ勵㺭䫭〦ҷ䓷䱚宼宗⡪↚ᾜ▛Ⓩ ⥮虇▓彾▜⁉⛕ⵅ虇⁴╙棗㊮ℕ卹㝋佁ᾙ姷䂣╙孡吁 䠓⛕♐〦Ⓘ凩㝋㳳Ҹ 容ⴱ╾⁴宇㘇╙汣毦〦Ὴⷤ䫉䠓䚱♐虇⃕䛀㝋 戲᾵棭ᾏ↚摆⚽㻊⑤虇⡯㳳ᾜ㢒懁姛⵵䏸″㞢Ҹ䢇 ╜虇憨↚➘〃啾㢒ゞ䠓㻊⑤捜灭⢷㝋㼗幊冔╒厖Ҹ嗲 㢻㺹ヱⵈ㽧ⶅ憯䏸䵏Ӂ⁳⁉凂䡽ᾏ㜿ӂ虇᾵姷䫉憨㞾 Ӂᾏ↚厘ᾥ䊰桨䠓䵏㝴ӂҸ ⁥姷䫉虇㽧ⶅ佁䖍⢷㞾䍀娆㝋␄憯䓷䐈‚䏸╙ ″㻐㊂㹤䠓〃悤⁉⪸⦑ҸӁ⬑㤫⃯㊂⇩ᾏ‪㢘␄㊞ 䠓㤀嬎虇ℕ㽧ⶅ▶Ҹӂ 憨⃜欥⾼⾑⧃ⴧ姷䫉虇⁥⾛㢪ⶖℕ╾⁴䢚⎿㽧 ⶅ憯䏸䵏廿■⢚株虇ⷀ≞⋘㩜䵏ᾏ㮲Ҹ ⶜㝋䛆⬂圹拻⽽彬䠓⛞槛虇欻梁⢷ 2017⋷䖒⬂ ㆶ␄㫼冔⪶㢒ᾙ姷䫉虇⬂ㆶ㞾⌅⋻▇㎟␮䠓Ӂ䭧ⵕӂ 虇᾵テ屎⬂ㆶㅒㆬ亿匸虇⢷⁉⽴㠉劌㟑⁲ҷ㯮⟷㟑 ⁲虇姷䖍㢒㵣䛆ㆶ㢃䉉⎉吁Ҹ ⁥‵屖╙⌅⋻▇䠓ㆶ⎴⪩⋒⒥處⌅ᾼᾘ⎕Ὶᾏ⁴ ᾙ䠓␄愵⁉㞾⬂ㆶ虇㙣₊汧亩䴰䖕分⑨䠓⬂ㆶ㵣ℚ ‵䢇呴Ҹ

Alibaba Group paid for the journalist’s trip to the Taobao Maker Festival, Global Conference on Women and Entrepreneurship 2017 and the Global Netrepreneur Conference 2017, held in Hangzhou. 柎捛⾃⾃桕⢧庙␸㢻⎙宧冔⎉⾼⢷㣼⽭厘姛䠓㽧ⶅ憯䏸䵏ҷ2017⋷䖒⬂ㆶ␄㫼冔⪶㢒╙2017⪸ᾚ佁⛕⪶㢒Ҹ

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DON’T PITCH UNTIL THESE THREE GROUPS TEST YOUR BRAND’S STORY 㢹憩懝憨ᾘ䮽⁉䠓冒毦Ὶ⏜虇 屚⒎䠋⾒⃯䠓♐䏛㛔‚

How strong is your brand’s messaging? You’ll only find out when you test it. While digital marketers treat testing as an essential part of everything they do, PR professionals tend to underestimate its importance to the narratives and stories they craft. Often, the first test of brand messaging comes when it goes out in a media pitch or press release – and by then, the stakes of failure can be too high to bear. I believe that brands need more than messaging to stand out from their competitors. They need distinct and decisive points of view that say something new, insightful and relevant to the brand’s audience. However, those points of view will only endure if they’re rigorously tested – in the real world, not the corporate echo-chamber. 5 0 M AR K ET I N G H O N G K O N G J ULY 201 7

When we work on a brand’s narrative, we take pains to find out what resonates with people both before and after we devise a potentially ground-breaking point of view. I can think of no better litmus test for brands’ stories than these three groups of people: 1. Journalists Forget the catch cry that journalism is dead. Journalists and editors can sort the narrative wheat from the chaff like no other. Not only have they been trained to do so, but they’re exposed to so many brand stories that they have an acute, innate sense for what works and what doesn’t. Journalists’ feedback is also objective, sometimes brutally so: their interests lie in what appeals to readers and viewers, not what might

ᓇᛵ᝸ᵬ᩟ᥖᑺᑑጙᥳዾᅞᢢ὚῜ᵗᾦጭᨬ≘ᘷᅙ 桥䋅㜇䩋䍮摆⁉♰嬥㾻寵䉉⌅⽴⃫䠓捜嬐䘿䵏虇 ⃕⋻杫⶗㫼⁉♰┊⃝₿㾻寵⶜佷⵺⁚仈㜖䱯╙㛔 ‚䠓捜嬐ㆶҸ♐䏛宙ㇾ䠓㛗␪ㄏㄏ⢷╒厖Ⱑ汣㵣 䯎㎥䠋⾒㜿凭䯎㟑㏜伢㴆䲻ᾏ㲰㾻寵虇⃕憨㟑嬐㐎 ╦䠓⫀㛦樷根㢹⋜⪹汧Ҹ ㎠尜䉉虇♐䏛嬐ㄭ䲅䎼⶜㏚Ὶᾼ劺䯝军⎉虇梏 嬐䠓ᾜ≔㞾≂懭宙ㇾҸ⁥↠梏嬐䓷䐈军㞝䩉䠓孏 灭虇■╦䣍⁚仈ᾏ‪⼓㜿ҷ⌆⛮䠋ㆶ╙ㇾㇾ䢇杫䠓 㤀嬎Ҹ䋅军虇憨‪孏灭╹㢘憩懝䖍⵵ᾥ䛛䠓⡃㧋冒 毦㏜劌㎟䱚虇⋻▇⋶扷䠓⚾⚾岍岍ᾜ劌䴦㜇Ҹ 㘿⵺♐䏛⁚仈㜖䱯㟑虇㎠↠㢒⢷㭚ㆬ䰐䧃孏灭 ⏜ㄛ虇厃␪⶚㐍劌イ弆⁉↠⌀溃䠓⢿㝈Ҹ㎠尜䉉⁴ ᾚᾘ䮽⁉㞾㾻寵♐䏛㛔‚㢏⬌ᾜ懝䠓⁉戇Ҹ 2/ᩚᜇ ㅧ宧㜿凭⾁㴊䠓㻐宏Ҹ宧冔╙佷悾㵣₊⃤⁉㢃劌 ⶜㜖䱯╊囹⳧啐虇⁥↠ᾜ⃕㔴╦懝憨㮲䠓⦈客虇军 ᾣ㔴宇懝寀⪩♐䏛㛔‚虇⡯㳳⁥↠⌆∨㛞摂䠓⋗ ⪸宇孉虇―孲⳿⬌⳿⩭Ҹ宧冔䠓╜櫚ⴱ孏虇㢘㟑↨ ‵ㄗ㴧挆Ҹ⁥↠䠓捜灭⢷㝋⶜崏冔╙孏䣍㢘◇イ ␪䠓㤀嬎虇军ᾜ㞾♐䏛䠓卹◈卹㙑Ҹ 厖Ὴ㻐䠓⋻杫㊞嬚䢇╜虇ㄗ⪩宧冔抌槧㊞殿⎉ 㟑朢╙懚䚷⌅嬚孲虇⿺␸♐䏛㏢䩷孏灭虇⃕欥⋗嬐

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please someone higher-up in your brand’s organisation. Contrary to popular PR opinion, many journalists will lend their time and insight to help brands hone their points of view – as long as you build the relationship first and ask nicely. After all, doing so also means less cookiecutter pitches to endure in the future! 2. Customers Where journalists provide breadth, customers offer depth. They live and breathe the issues that your brand wants to talk about, and they don’t have time for anything that doesn’t provide them with some sort of value. They also hold the best position to tell you if your point of view is well-justified or if it’s based on assumptions that don’t accurately reflect what’s really going on. This becomes particularly relevant for B2B brands talking to more technical or specialised industries, where those nuances may be harder to pick up for outsiders. When working with a brand’s customers to test a point of view, I typically go for those who have done customer stories with the brand in the past. Not only are they more likely to understand what we’re trying to achieve with our point of view, but we know that the brand relationship is durable enough to call in such a favour without adverse effect.

Rosemary Merz Vice-president and managing director Text100 Hong Kong WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

3. The uninitiated Successful points of view aren’t just unique: they cut through the rest of the chatter like a knife through hot butter. That means they need to be sharp, incisive and (obviously enough) to the point. When testing a brand’s point of view, you have to not only examine what’s being said, but how you’re saying it. This is where the “uninitiated” comes in. These individuals include anyone who isn’t especially familiar with the brand or the industry issues at stake – friends, family members and contacts from other industries fit the bill. While they may not be your target audience, this makes them especially adept at identifying how clearly, simply and engagingly your point of view communicates its message. Ideally, they should not only understand your brand’s point of view, but want to know more after hearing it. By the time your brand’s point of view goes out as a pitch, press release or publicity video, you should already have a decent idea of how it’s going to be received. Testing with multiple groups not only helps refine that point of view, but also ensures it won’t be treated as just another “me-too” voice (or worse) by those you want to engage. The more rigorous your testing process, the more likely your brand’s story will stand the toughest test – the test of time.

厖宧冔㏢⬌杫⅑虇᾵䬽帛⢿㕟⎉屚㷑Ҹ䛱䱮虇憨㮲 ⇩΅╾⁴戎⋜ㄏㄛ嬐ㅜ╦ⓒ䵖ᾏㄚ䠓㜿凭䯎Ҹ 3/❁ហ 宧冔㕟Kⴞ孏䠓孡〵虇槶ⴱ⏖㕟K㾀⋴䠓嬚孲Ҹ ♐ 䏛 ㊂ 嬐 屖 履 䠓 ⛞ 槛 厖 ⁥ ↠ ㇾ ㇾ 䢇 杫虇⶜ 㝋ᾜ 劌 㕟 K ₊ ⃤ ⊈ ⇋ 䠓 㤀 嬎虇⁥ ↠ ᾜ㢒 ⢷ ⌅ 怺ᾙ 㻹 幊㟑朢Ҹ⁥↠‵㢏劌⪯㒖⎉⃯䠓孏 灭㞾 ▵㎟䱚虇 ㎥ 冔 䜅ᾼ䠓 ⇖ 宼 㞾 ▵ 劌 ⪯ 䀥 䩉 ⢿ ╜㞯⎉䢮 ⵵ ㉔ 㹐Ҹ憨 ⶜ 㝋 䤓 䀥 㐏姢 ㎥ ⶗ 㫼 姛 㫼 䠓 B2B♐ 䏛 ⶳ ⌅捜嬐虇⡯䉉⪥ 姛⁉⩺╾劌桲 ⁴䠋䖍䜅ᾼ䠓亿ㄽ ⽽⎴Ҹ 厖♐䏛䠓槶ⴱ▗⃫㾻寵ᾏ↚孏灭㟑虇㎠憩⿇㢒 㐍ᾏ‪懝ㄏ㢍╒厖封♐䏛槶ⴱ㛔‚䠓⁉⩺Ҹ⁥↠ᾜ ≔㢃ⵈ㞢㞝䠌㊂憞懝孏灭╥ㄦ㆝㮲䠓㛗㤫虇军ᾣ㎠ ↠䥴懢⁥↠厖♐䏛䠓杫⅑㢃ⵕ⎖虇㢒㢃㮑㊞␸♐䏛 ᾏ卑Ὶ␪Ҹ 4/Ꮚᒭዷ ㎟␮䠓孏灭ᾜ≔嬐䓷ᾏ䊰‛虇㢃ㅔ榗ㅺҷ䑯ҷ䀥虇≞ ⎸⎒ᾏ㮲㐺哙㜻㩧虇䢃㙙嬐ⵂҸ⢷㾻寵♐䏛䠓孏灭 㟑虇⃯ᾜ≔嬐㰱㥴⋶ⵈ虇戓嬐䛨㊞姷懣䠓㝈ゞҸ 憨㟑↨ⅎ梏嬐Ӂ⪥姛⁉ӂ䠊⧃Ҹ憨‪⁉⒔㑻ᾜ ⪹䌮㈘♐䏛㎥姛㫼⛞槛䠓⁉虇ℚ⬑㢚╚ҷⵅ⁉╙⌅ ⁥姛㫼䠓⁉⩺抌䲵▗㨬₅Ҹ⁥↠╾劌ᾜ㞾⃯䠓䡽 㮨╦ 䣍虇⃕ 㳲⡯⬑㳳虇⁥↠㢃劌 㒖⎉㛔‚㞾 ▵㾔 㟿ҷ䶰䃣╙㢘弲⢿≂懣⌅宙ㇾҸ㢏䖕㊂䠓㉔㹐㞾虇 ⁥↠ᾜ≔―孲♐䏛䠓孏 灭虇Ὶㄛ 㢃㊂⶜♐䏛―孲 㢃⪩Ҹ 䜅♐䏛孏灭⁴㵣䯎ҷ㜿凭䯎㎥ⴲ≂䏖䠓ヱゞ䠋 ⾒㟑虇⃯㍘封⶜⌅イ弆䠓╜㍘ㅒ婰㢘㜇Ҹ憩懝⪩↚儳 仓䠓㾻寵ᾜ≔㢘␸㝋屎㜃孏灭虇‵䩉Ⅼᾜ㢒⁳䡽㮨 ╦䣍尜䉉♐䏛╹㞾╵ᾏ↚Ӂ㍘刁妁虃䚩厂㢃乮虄ӂҸ 䜅㾻寵懝䮚㊗⡃㧋虇♐䏛㛔‚㊗劌憩懝㢏吀揔䠓 㟑朢冒毦Ҹ JU LY 2 017 MARK E TING HON G KON G 5 1


職埸

CAREERS

JOB SHUFFLE ⁉‚崙⑤

MICROSOFT HONG KONG APPOINTS NEW GENERAL MANAGER ㄽ恮欨㾾ⴲ⃗㜿₊俌伢䖕 After serving more than four years as general manager of Microsoft Hong Kong, Horace Chow was appointed chief operating officer of Microsoft China. Cally Chan will succeed Chow as general manager starting 2 August. Chan will be responsible for the overall strategy, business operations and outreach for the company in Hong Kong and Macau. She will lead the executive team responsible for Microsoft’s business in Hong Kong, including key customer organisations, business and marketing groups, and technical support and consultancy services. She comes from Hewlett-Packard Enterprise, where she most recently served as vice-president of enterprise group and managing director for Hong Kong and Macau. She had more than 26 years of experience with HP, spanning a variety of management roles across technology services, outsourcing services, enterprise infrastructure, IT consulting and more. ⢷ㄽ恮欨㾾㙣₊俌伢䖕弔懝⡪〃䠓抡⃫⦉虇䔁⭣₊ 䉉ㄽ恮ᾼ⢚欥⾼懚䍮ⴧҸ 䛀8㢗2㝴弆虇栂䕙䕙ⶖ㔴㢎抡⃫⦉虇㙣₊欨㾾俌伢䖕 ᾏ分Ҹ栂䕙䕙ⶖ⦆㔛⋻▇㝋欨㾾╙䅂朏䠓㜃汣䳥䛴ҷ 㫼⑨䍮懚╙ₐ㫼㔷ひҸ⬈ⶖ榧⶝ㄽ恮欨㾾㫼⑨䠓䴰 䖕⢧栙虇帯帻榧⥮⒔㑻Ὴ嬐ⴱ㏅摆⚽扷朏ҷ㫼⑨☛⾑ ⧃䍮摆扷朏虇⁴╙㐏姢㚾㖃厖屽寱㢜⑨Ҹ 栂䕙䕙␯⋴ㄽ恮Ὶ⏜虇㢍㢜⑨㝋㉯㟽ₐ㫼 (Hewlett Packard Enterprise)虇㙣₊桕⢧⏾俌婐⌋欨㾾╙ 䅂朏嗲‚俌伢䖕Ҹ⬈㛗␪㉯㟽懍 26 〃虇㢮朢㙣₊⪩ ↚䴰䖕分⑨虇⒔㑻㐏姢㢜⑨ҷ⪥庋㢜⑨ҷₐ㫼⦉ら㥅 㭚ҷIT屽寱㢜⑨䳘Ҹ

Next Mobile’s chief marketing officer Vincent Tsui has left the company to launch his own marketing consultancy, Toast Communications. The new firm will be founded with “an experienced advertising veteran” in July, and the end-to-end marketing consultancy will take a clearer positioning on digital and content marketing where he can use his “area of expertise to better serve clients”. Tsui joined Next Mobile in October 2014 to oversee the marketing of the company’s digital media products. Before that, he was the marketing director for Mentholatum Asia Pacific.

LEWIS’ Hong Kong managing director Emma Jenkins will take on a regional vicepresident role that is based in the company’s Singapore APAC headquarters on 1 August. In this newly created position, she will take a lead role in overseeing key LEWIS accounts across Australia, Hong Kong, Malaysia and Singapore. Meanwhile in China, the company has hired ex-Red Bull brand chief Eric Thain to lead its Shanghai office. They will both report to current APAC region SVP, Scott Pettet.

⪈≂Ⱑ欥⾼䍮摆ⴧㄟ佲⾁愼分虇卹姛㎟䱚⾑⧃㔷ひ 槶⛞⋻▇Tosat CommunicationsҸ㙩㈘虇㜿⋻▇ⶖ 䛀ㄟ佲厖ᾏ▜Ӂひ◙䛛冐ⶖӂ⌀▛㝋ᾒ㢗㎟䱚虇军憨 ⵅ⾑⧃㔷ひ槶⛞⋻▇ⶖ⢷㜇䩋╙⋶ⵈ䍮摆㝈棱㢘㾔 㟿䠓⴩⃜虇⁴䠋㕽⌅⶗㫼䥴峧虇䉉ⴱ㏅㕟K㢃⬌䠓 㢜⑨Ҹㄟ佲㝋2014〃10㢗␯⋴⪈≂Ⱑ虇帯帻䴰䖕⋻ ▇䠓㜇䩋Ⱑ汣䚱♐⾑⧃㔷ひ㫼⑨Ҹ㳳⏜虇⁥㞾㢋䭏 梆㛵䠓⾑⧃䍮摆俌䡲Ҹ

⋻ 杫 ⋻ ▇ LE WIS䠓 欨 㾾 嗲 ‚ 俌 伢 䖕 Emma Jenkins ⶖ㝋 8㢗1㝴ⓖ₊Ⓩ⥮⏾俌婐虇᾵⿇歟封⋻ ▇⃜㝋㜿␯⣰䠓‭⪹Ⓩ俌扷Ҹ⢷封㜿宼䱚䠓分⃜ ᾙ虇Jenkins ⶖ帯帻䴰䖕 LEWIS ⢷䅂㻁ҷ欨㾾ҷ欻 ℕ嬎‭╙㜿␯⣰䠓捜嬐ⴱ㏅㫼⑨Ҹ军⢷ᾼ⢚虇封⋻ ▇⭣₊⏜Red Bul≂宙俌䡲Eric Thain䉉⌅ᾙ㼆愵 ‚埤䠓帯帻⁉Ҹ⋸⁉ⶖ■‭⪹Ⓩ汧亩⏾俌婐 Scott PettetⒾ⧀Ҹ

Shangri-La Hotels and Resorts appointed Oliver Bonke as president and chief operating officer. Madhu Rao will hand over his acting president responsibilities to Bonke from 1 September and continue to serve as executive director. In his new roles, Bonke will oversee the group’s executive vice-presidents responsible for regional hotel operations, as well as the operational division heads of food and beverage, sales, marketing, rooms, engineering, security, and quality improvement.

Stanley Ngai, managing director of Maxus Hong Kong, will take on the role of managing director of the new combined MEC and Maxus “NewCo” agency in Hong Kong when it launches in January 2018. He has been Maxus Hong Kong’s MD since January 2015. Before joining, he was general manager of Maxus Hong Kong for five years.

欨㧋捛㑘拡〦桕⢧ⴲ⾒虇⭣₊Oliver Bonke䉉桕 ⢧俌婐⌋欥⾼䍮懚ⴧҸ⁲䖕俌婐撱䂎抌ㄭ2017〃 9 㢗1㝴弆ⶖ分⑨㳲ゞ䮊″ Bonke虇᾵個倛㙣₊⦆姛 嗲‚ᾏ分Ҹ ⷴ㜿ㄛ虇Bonkeⶖ榧⶝桕⢧㝦ᾚ帯帻▓Ⓩ⥮拡〦伢 䍮䠓⦆姛⏾俌婐虇⁴╙帯帻檟檁ҷ摆⚽ҷ⾑⧃䍮摆ҷ ⴱ㏎ҷ⽴䮚ҷⴘⅬ☛幹捞㛈懁䳘懚䍮⽴⃫䠓▓扷朏 Ὴ䴰Ҹ

成⑱欨㾾嗲‚俌伢䖕泞ㅦ巹虇ⶖ⎉₊䛀ⶩ㕩厖成⑱ Ⱑ⁚▗℄㎟䱚䠓 NewCo⋻▇䠓欨㾾嗲‚俌伢䖕分 ⑨虇封⋻▇ⶖ㝋2018〃1㢗朚㫼Ҹ⁥ㄭ2015〃1㢗朚 ⭚㙣₊成⑱欨㾾嗲‚俌伢䖕Ҹ⢷㳳Ὶ⏜虇⁥㙣₊成 ⑱欨㾾俌伢䖕‣〃Ҹ

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Marketing magazine Hong Kong, July 2017  
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