Marketing magazine Hong Kong, May 2017

MAY 2017

From selling rooms to selling experiences, Marriott International’s Irene Lin shares how hotels can have it all. 從銷售房間到 銷售體驗虇 萬豪國際集團的

Irene Lin分享 酒店如何做到

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編者的話

EDS LETTER

MILLENNIALS – THE EIGHTH WONDER OF THE (AD) WORLD

Editorial Carlos Bruinsma, Editor carlosb@marketing-interactive.com

ⓒ䬶ᾥ⁲ʟʟ虃ひ◙虄 ᾥ䛛䲻⋺⪶⫖忮

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 Samson Lam, Graphic Designer samsonl@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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I often think, ‘I wonder why they did that…’ or ‘I wonder how they…” when ad campaigns cross my desk. Mostly, I keep these curious observations to myself, or run them by the experts, rather than use my very anecdotal experience as evidence of anything.

But I am noticing a trend here – the vast majority of ads I see both personally and professionally are geared towards millennials.

Not that there’s anything wrong with wanting to get your brand in the hearts and minds of a generation that will hopefully buy your products for the next few decades, or when young adults are your core demographic, but I do wonder…

Most millennials have very little disposable income, a fact often lamented by said millennials on various internet forums, and the science backs it up. Millennials make less, relatively speaking, than their counterparts 10, 20, 30 or 40 years ago.

Job security is low for this generation, and even getting a job in their field is no easy feat for many. Housing, both relatively and absolutely, is less affordable than at any time in living memory.

Cost of living isn’t getting any cheaper either.

Given the somewhat worrying reports about automation and longevity in our sister publication Human Resources, assuming this generation will suddenly generate massive amounts of disposable income in the next few decades seems like a bit of a leap of faith.

Climbing the corporate ladder and progressively earning more is sadly not always on the cards.

So I wonder, why are so many marketing efforts focused purely on younger generations, while the baby boomers and seniors seem to have all the money?

If I were to hazard a guess, it’s a much sexier sell to have a cool “hip” campaign for the youth, but I do wonder if there isn’t something I’m missing. It could also be selection bias, of course, what with the ads I see simply not being representative of reality, but I digress.

Enjoy the read.

ᕦἡᡒᗭ⇚ᓯ᥸ᅗᔾ὚ᬈỒầᆋᠥᠻ↚Ồ᱑∐ᅡᅞᆌ ㎥冔Ӂ⎿〤㞾㆝㮲ʫ虚ӂҸ⪶⪩㜇㉔㹐ᾚ虇㎠ᾜ㢒■ ⌅⁥⁉憞棁憨‪⬌⫖㊂㹤㎥寱⛞⶗ⵅ虇军ᾜ㢒⁴㎠ 㵺䊰㧈㙩䠓伢毦⃫䉉峘㙩Ҹ ⃕㎠㹷㊞⎿ᾏ↚強⑱虇⢷㝴⿇䚮㻊╙⽴⃫ᾙ䢚 ⎿䠓ひ◙虇令⪶⪩㜇㞾棱■ⓒ䬶ᾏ⁲Ҹ㊂⁳憨儳㢘 ╾劌⢷㢹ℕ」ⓐ〃庋幆⃯䚱♐䠓䃪⢷㼗幊冔⶜♐ 䏛䛨ᾚ⓿巰㞾䊰╾┩棭虇ᾜ懝////// ⪶⪩㜇ⓒ䬶ᾥ⁲╹㢘悒ⶠ╾⑤䚷䠓㛅⋴虇佁ᾙ 宝履Ⓩ伢⿇䢚⎿⁥↠⪶▟呵㷃虇军䭠ⴇ㜇㙩‵㚾㒐 憨ᾏ履灭Ҹ䢇㵣10ҷ20ҷ30〃虇䚩厂 40〃⏜䠓〃棡 ⁉虇⁥↠庉╥䠓㛅⋴䢇⶜悒ⶠҸ 憨ᾏ⁲⁉僉῞ⷀ㫼Ⅼ栫虇⶜ㄗ⪩⁉ℕ尹虇㊂㐍 ᾏ₌厖Ὴⅽ䭠㢘杫䠓⽴⃫㴙ᾜⵈ㞢虖▛㟑棱⶜䊰␪ 帯㙣䠓懝汧㮢⊈虇ⓒ䬶ᾥ⁲䠓䚮㻊朚㚾‵╹㢒ᾜ㝆 ᾙ䃁Ҹ 㧈㙩㎠↠䠓⭙⭈桫尛ҿHuman

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⎙悘䠓㢘杫卹⑤⒥厖朆⪌䠓⧀⶝虇㉔㹐⃋῝⁳⁉㌑ ㋽Ҹ⇖宼憨ᾏ⁲⁉㢒⢷㢹ℕ」ⓐ〃䰐䋅庉⪶撱⃋῝ 㞾⪸㝈⪫峩虇军⢷分⧃ᾙ㐅㖥䢃ᾙ虇⁴庉╥㢃⪩㛅 ⋴‵ᾜ⪹╾劌Ҹ ⡯㳳㎠㊂䥴懢虇⃋῝ⲿ⋡䃽ᾏ⁲╙ᾙᾏ悸䠓⁉ ㏜㞾㔛㕰帰ⵛ䠓ᾏ儳虇⃕䉉⃤憨灋⪩䠓⾑⧃㔷ひ㻊 ⑤╹ⶖ凩䊵⢷〃悤ᾏ⁲怺ᾙ虚 ㇤㎠⪶卌㔷㾻虇捬⶜〃棡⁉䠓㔷ひ㻊⑤╾劌㢃 ⌆◇イ␪虇⃕㎠ᾜ䥴懢㢘㸡㢘戉䂞䚩灋Ҹ䜅䋅虇憨╾ 劌㞾孏⵮⇞⽽虇㎥冔ひ◙㧈㢻ᾜ╜㞯䖍⵵虇╗㎥冔 ㎠䢚⎿䠓╹㞾䏖棱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

MAY 2 017 MARK E TING HON G KON G 1

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MAY 2017 6

Beyond four walls.

䏕⪥樷⋘

12!

Ad Watch/Web Watch.

ひ◙灭寤虊佁仰灭寤

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Snapped.

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䍮摆㻊⑤呀份 Master Report: Data management platform.

㜇㙩䴰䖕。╿ MARKies Awards 2017.

MARKiesⴲ≂榔䡽⪶䓝2017 The new normal.

梅⚽惘⤚Ὶ懢

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60 seconds with

What’s on?

Agency of the Year Awards 2017 What: Hong Kong’s biggest agency awards show returns for its 11th year to celebrate the industry’s top agencies.

Where: InterContinental Hong Kong.

When: 9 June 2017.

Smart Data & Digital Innovation conference 2017 What: Offering cutting-edge and relevant information on the facts of big data, the best and the latest ideas, digital innovations and new technologies from across Asia.

Where: Hotel ICON. When: 20-21 June, 2016.

Kevin Cheung General manager Jurlique Hong Kong

First job? I started my career as a retail operation management trainee at Louis Vuitton.

I was assigned to help the expansion of Louis Vuitton’s flagship store in Tsim Sha Tsui. The experience was amazing!

How did you get into the industry? I always love interacting with people, and an everchanging environment. I identified retail as one of them so when I started job hunting, retail was the first industry I focused on.

Perks of your current job? Jurlique, being a world-class skincare company, is undergoing an exciting rebranding in 2018: from brand logo to colour, store design to product offered, staff uniform to product design, it will be an exciting 360-degree upgrade. Being part of it makes me happy and honoured. I am sure it will be a memorable journey.

What’s the most challenging part of your job? In my past 10 years of experience in retail, I’ve come across luxury, premium fashion accessory, and I have just arrived in skincare at Jurlique – the challenge is obviously how to learn new things in an old environment. That’s the challenge, but also the opportunity to grow and to learn.

ᯧዯᐡጤᓆ៦ᅞ㎠⢷Louis Vuitton䜅梅⚽伢䍮䴰䖕⵵ 兡䚮虇ㄭ军朚ⷤ―㎠䠓分㫼䚮㼾Ҹ㎠䜅㟑䔁⭣㻍ⓣ␸ Louis Vuittonⶥ㸨☏㝦叵〦䠓㚃ら⽴⃫虇㞾ᾏ㲰ㄗ ⶅ幃䠓伢毦蘼 ᑙᒺዹᒭᅞ㎠ᾏ䢃ㄗ✫㳰厖⁉″㻐虇⁴╙ᾜ㝆崙⒥䠓 䘿⨒虇㎠尜䉉梅⚽㫼㞾⌆∨憨‪⋒亯䠓姛㫼Ὶᾏ虇⡯ 㳳㎠ᾏ朚⭚ⅎ⶗㹷⶚㐍梅⚽㫼䠓⽴⃫Ҹ ᯀᐞጤᓆ᲌ᑗᛵᑊ፵៦ᅩJurlique⃫䉉ᾏⵅᾥ䛛亩䠓 崆匩♐⋻▇虇ⶖ㝋2018〃懁姛⁳⁉厗⫽䠓♐䏛㛈棸處 ㄭ♐䏛㮨尛⎿槞吁ҷ⛕〦宼宗ҷ䚱♐㢜⑨ҷ♰⽴⏅㢜ҷ ⁴厂䚱♐宼宗虇ⶖ㢒㞾ᾏ㲰⁳⁉凂䡽ᾏ㜿䠓ⓖ亩Ҹ劌 ⪯╒厖⌅ᾼ虇㎠孉ㄦㄗ汧厗╙㬽〇虇㎠䢇ⅰ憨㢒㞾ᾏ 㲰桲ㅧ䠓伢㴆Ҹ

Benoit Lavaud, global head of digital for Bluebell.

Bluebell⋷䖒㜇䩋Ὴ䴰Benoit Lavaud

4 M A R K ET I N G H O N G K O N G MAY 201 7

ᯀᐞጤᓆᛵ᲌ጙ៛⍓៦ᅞ⢷懝╊ⓐ〃䠓梅⚽伢毦ᾼ虇 ㎠㢍ㄭ‚⫱℗汧亩㟑婬梅⚽㫼⑨虇䖍㟑⏪⏪␯⋴崆 匩♐䏛Jurlique虇㒠㎿ⷀ⢷㝋嬐⢷厙䘿⨒ᾼⴇ兡㜿‚ 䏸虇憨㞾㒠㎿虇΅㞾㎟朆╙ⴇ兡䠓⬌㯮㢒Ҹ

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人物專訪

PROFILE

人物專訪

PROFILE

Attending a never-ending list of meetings and press interviews right after a four-hour flight is nothing new to Irene Lin. A frequent traveller who has held a number of executive roles in the hospitality industry, Lin shows no signs of slowing down after what many would call a long day.

After a cheerful greeting at the Mirage Bar & Restaurant at the Renaissance Harbour View Hotel, she introduces me to the stunning harbour views out back, as well as the specially handcrafted burger menu designed specifically for the ongoing Rugby Sevens in Hong Kong.

This year marks the second time Marriott International, the world’s largest hotel operator, is sponsoring the city’s big rugby game, but for Lin, it’s the first year where she is taking part as an executive of Marriott, and the first time she’s launching premium experiences centred around the event.

Previously in the role of vice-president of distribution, loyalty and partnerships at Starwood Asia Pacific, she joined Marriott Asia Pacific as vice-president of digital, loyalty and portfolio marketing last September, amid Marriott’s US$13 billion takeover of Starwood Hotels & Resorts Worldwide Inc. Half a year into the integration between Marriott and Starwood, she says it has been the biggest learning experience throughout her career so far, both from a work perspective and a people perspective.

“The merger is actually about dealing with people that felt insecure or went through things emotionally because they didn’t know what would happen next. You have to be open, talk to them and make sure they feel free to reach out to you when they need assistance,” she says.

“Being transparent makes a great team, and actually strengthens the team.”

Prior to her 10 years of hospitality experience in the Southeast Asia region, she lived her life in transit, moving from Malaysia to Canada, from Delta Hotels in Toronto to The Westin Seattle in Seattle, and now Singapore.

But there is consistency between her moves – it’s always about hotels.

“I feel that deep down in my heart [the hospitality industry] is in my DNA,” she says.

Her passion for hospitality can be traced back all the way to her teenage years, when she accepted her first official job as a roller coaster operator at Canada’s Wonderland.

“I remember loving it,” she says with a smile.

8 M A R K ET I N G H O N G K O N G MAY 201 7

The handcrafted burger menu designed specifically for the ongoing Rugby Sevens in Hong Kong. ⶗䉉䜅㟑㳲⢷厘姛䠓欨㾾⢚株ᾒ⁉㲥䖒庌军宼宗䠓 䐈吁㏚⽴䂱⦰啫ゞҸ

⢷⡪↚⶞㟑䠓㯮䮚ㄛ虇欻ᾜ⇫忓⢿⎉⾼䊰㳱⨒䠓㢒 峿╙㜿凭㔰容虇⶜Irene Linℕ尹⾁伢㞾ⵅ⿇ⅎ橾Ҹ ⃫䉉ᾏ⃜㢍⢷拡〦㢜⑨姛㫼㙣₊⪩榔姛㛎分⑨ 䠓㝔懙⿇ⴱ虇Lin│ℎ伢㴆䂺朆军ㅨ䨛䠓ᾏ⪸‵㸡㢘 企㵺↵㊞Ҹ ⢷ 欨 㾾 喻 瀦 㼆 㟾 拡 〦 䠓 Mirage Bar & Restaurant嬹⎖⢿㏢懝㑪☋ㄛ虇⬈■㎠⁚仈剛ㄛ䠓 似㾾㟾吁虇⁴╙⶗䉉䜅㟑㳲⢷厘姛䠓欨㾾⢚株ᾒ⁉ 㲥䖒庌军宼宗䠓䐈吁㏚⽴䂱⦰啫ゞҸ ⁙〃㝱㞾⋷䖒㢏⪶䠓拡〦䍮懚⛕ҷ喻巹⢚株桕 ⢧䲻‛〃庙␸憨榔⥝ᾼ⪶⤚㲥䖒庌‚虇΅㞾Lin欥㲰 ⁴喻巹拡〦䠓姛㛎⁉♰怺₌╒厖⌅ᾼ虇᾵帯帻■㢒 ♰㔷⎉厖庌‚䢇杫䠓汣毦Ҹ Lin㢍₊✫懣ⷚ拡〦╙〵⇖拡〦⢚株桕⢧‭⪹⎕ 摆ҷⴱ㏅ㅯ尯宗␒╙▗⃫⪴⃃䍮摆⏾俌婐虇᾵㝋╊〃 Ῥ㢗␯⋴喻巹⢚株桕⢧虇⎉₊‭⪹Ⓩ㜇䩋ҷㅯ尯宗␒ 厖♐䏛仓▗⾑⧃䍮摆⏾俌婐虇䜅㟑喻巹⁴130⊓儝⋒ 㛅庋✫懣ⷚ拡〦╙〵⇖拡〦⢚株桕⢧Ҹ ⢷喻巹厖✫懣ⷚ懁姛▗℄䠓ⓙ〃朢虇⬈姷䫉䊰 履ㄭ⽴⃫戓㞾⁉‚䠓孡〵ℕ尹虇抌㞾⌅分㫼䚮㼾ᾼ 㢏⪶䠓ⴇ兡㯮㢒Ҹ ⬈尹處Ӂ▗℄㢏捜嬐䠓㞾ⴘ㘺㊮⎿ᾜⴘ㎥沶㉔佡 䠓⁉虇⡯䉉⁥↠ᾜ䥴懢㔴ᾚℕ㢒䠋䚮䚩灋‚Ҹㅔ榗Ⅼ 㒐朚㛍䠓㋚〵虇厖⁥↠″屖虇᾵䩉Ⅼ⁥↠⢷梏嬐⿺␸ 㟑样㟑厖⃯凾俺Ҹӂ

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人物專訪

PROFILE

In her early career, however, she joined a bank to develop her “transferable skills”, but instead ended up realising her heart was in “the hotel business” in less than a year.

“Now that I’m with the hotel industry, I’m not necessarily operating it, but sitting at the other side being a part of the strategies in the service industry,” she says.

“I’m still generating and creating experiences, ones that are not easy to duplicate.”

But they are getting increasingly difficult to create as well. The hospitality industry is no longer about simply selling rooms, but more about selling experiences, and to put a cherry on top, customers expect a more holistic and coherent experience across offline and online, beyond the four walls of the hotels.

As brand and customer interactions become more dynamic, Lin has seen membership programmes change to satisfy

This year marks the second time Marriott International is sponsoring the city’s big rugby game. ⁙〃㞾喻巹⢚株桕⢧䲻 ‛〃庙␸憨榔⥝ᾼ⪶⤚㲥 䖒庌‚Ҹ WWW.M A R K ET I N G — I N T ER A C T I V E.C O M

ӁⅬ㒐憞㞝〵㢘␸ら䱚ᾏ㚾⎉吁䠓⢧栙虇⵵株ᾙ ‵劌⁳⢧栙崙ㄦ㢃テ⪶Ҹӂ ⬈⢷㤀ⓦ‭⢿Ⓩㄭ‚拡〦㢜⑨姛㫼ⓐ〃虇⢷㳳 Ὶ⏜虇ᾏ䢃⡪㼆䉉ⵅ虇ㄭ欻ℕ嬎‭⎿␯㒎⪶ҷㄭ⪩↺ ⪩ᾘ孡㻁拡〦⎿嬎桔⢥⮐㜾㷏拡〦虇㢏㜿䠓⃞埤㞾 㜿␯⣰Ҹ ⃕ 崙 ⑤ ᾼ 㢘ᾏ ↚ ⌀ 憩 灭 ʟ ʟ ⬈ 俌 㞾 桱 ᾜ 朚 拡〦Ҹ Lin尹處Ӂ㎠孉ㄦ⢷㎠⋶ㅒ㾀埤虇虃拡〦㢜⑨㫼虄 㞾㎠䠓DNAҸӂ ⬈⶜拡〦㢜⑨㫼䠓䍀㉔╾憌䀾厂ⶠ〃㟑⁲虇䜅 㟑⬈㔴╦―⁉䚮䠓䲻ᾏ₌㳲ゞ⽴⃫虇⢷␯㒎⪶⫖⬨㮑 ⢡㙣₊懝⸀恙㙜⃫♰Ҹ ⬈䲠宏處Ӂ㎠ㄗ✫㳰戲₌⽴⃫Ҹӂ ⢷Lin䠓㝸㢮分㫼䚮㼾ᾼ虇⬈㢍␯⋴搏姛⁴䠋ⷤ Ӂ╾惘䮊㐏劌ӂ虇⃕ᾜ⎿ᾏ〃䠓㟑朢虇⬈ⷀ㊞峧⎿卹 ⾀ㅒ俺Ӂ拡〦㫼⑨ӂҸ ⬈尹處Ӂ䖍⢷ㄭ‚拡〦姛㫼䠓㎠⾁ᾜ㞾虃懝⸀ 恙虄㙜⃫♰虖㎠⣟⎿╵ᾏ戙虇㎟䉉㢜⑨姛㫼䳥䛴ᾏ扷 ⎕Ҹӂ Ӂ㎠⁜⢷ら䱚╙␄憯ᾏ‪ᾜⵈ㞢媖媌䠓汣毦Ҹӂ ⃕␄憯憨㮲䠓汣毦㊗ℕ㊗⡿桲Ҹ拡〦㫼䠓捜灭 ⾁ᾜ⌜㞾摆⚽㏎朢虇军㞾㢃嗦捜㝋摆⚽汣毦虇军㢃䚩 䠓㞾虇ⴱ㏅㢮㢪ㄦ⎿ᾏ↚劌⪯弔弙拡〦⡪棱䏕䠓ҷ㢃 ᾏ厃䠓佩ᾚ佩ᾙ汣毦Ҹ 样嗦♐䏛厖ⴱ㏅䠓‡⑤崙ㄦ㢃␯㻊怜虇Mjo䢚⎿ 㢒♰宗␒㳲⢷惘崙虇⁴䂎彂㝔ⴱ⶚㷑桲ㅧ↚⁉汣毦 䠓㢮㢪Ҹ ⬈孲捚處Ӂⴱ⁉䠓嬐㷑㢃汧虇ⶳ⌅㞾㜿ᾏ⁲䠓 㝔ⴱҸӂ Ӂ⁥↠⶚㷑╾卹䛀戇㙖䠓⋛䖍虇⁴╙㢃⪩汣毦ᾥ 䛛䠓㯮㢒Ҹ䉉⡭㍘⁥↠䠓梏㷑虇㎠↠䠓㜃↚亊伀䖍㳲 厃␪䉉㢒♰㕟K㢃⪩⊹㉯╙汣毦Ҹӂ ℚ⬑⢷⁙〃䠓欨㾾⢚株ᾒ⁉㲥䖒庌㢮朢虇封拡 〦䉉⌅ᾘ⪶⿇ⴱ宗␒虃喻巹䬽幭ҷ瀦ㆬ⓰䏍榢䬽幭╙ SPGↀ㮑扷虄䠓ᾏ⊓▜㢒♰㔷⎉㔷ひ㻊⑤虇崢⁥↠ 㢘㯮㢒⁴䯜⎕㕪╥Ӂ䓷ⵅ汣毦⫦檟ӂҸ 柳―憐⎉桕⢧㝦ᾚ拡〦䠓ᾘ㟩⫦㏎⃞ⵎῚ⪥虇 㢒♰‵╾⁴䯜⎕⋛㕪幃幢ゞ孏庌汣毦ҷ概㮑㢒幃幢 Ⓩ憩姛峘ҷ梅彬桱㔴宇㲥䖒䛛≂⫖⁉䏸ҷ■⁥↠ⴇ兡 㲥䖒䭧㐏ҷ⁴╙♐⠟⋔䂎䐈吁䠓䁚☂ℂ檩䳘汣毦Ҹ 㳳⪥虇封拡〦‵憩懝╾憌忳䫍″Ⱑ汣⶜尀䠓│ 㟑⾑⧃㔷ひ。╿ӁM Liveӂℕ䢚㢒♰㞾▵怺埤ᾒ⁉㲥 䖒庌‚厘姛⢿灭䠓染慠⢿Ⓩ虇᾵㕟挡㢒♰›䚷幃幢 ㄔ懖虇㎥ℎ䚷ӁSNOW x!喻巹䬽幭ӂ䆍数㑜㚬䋶䏖虇 䋅ㄛᾙ悘厂⌅䫍″Ⱑ汣⿂㏅虇㮨㹷䐈⴩Ὴ槛㮨䷳⁴ 䔁ㄦ䓝♐Ҹ ⬈尹處Ӂ杫攄⢷㝋⬑⃤㐍⎿▗懸䠓⧃㟾虇崢㢒♰ ⢷佩ᾙ佩ᾚ抌劌ㄦ⎿㮑弲Ҹӂ! Ӂ拡〦㢜⑨⁜䋅㞾㎠↠㫼⑨䠓㧇ㅒ虇⃕㞾㎠↠ ㅔ榗弔弙拡〦䠓⡪棱䏕虇䉉㎠↠䠓ⴱ⁉␄憯㢃⪩䠓 汣毦Ҹӂ Ӂ㢏仑虇⋻▇䠓䳥䛴㞾ㄭ⋴⃞⏜ҷ⎿䠊宧⋴⃞ҷ ⁴厂⃞ⵎ㢮朢虇䉉ⴱ⁉㏢憯ᾏ↚ⴛ㜃䠓㝔䮚虇厖欨㾾 ⢚株ᾒ⁉㲥䖒庌ҷF1╙⌅⁥汣剁庌‚䠓⋷䖒▗⃫⪴ ⃃杫⅑劌⁳㜃↚㝔䮚崙ㄦ㢃⢢䂎Ҹӂ

MAY 2 017 MARK E TING HON G KON G 9

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travellers seeking memorable personalised experiences.

“The guest is looking for more, especially the new generation of customers,” she explains.

“They are looking for spontaneous redemptions and more opportunities to experience the world. In response, our whole system is now about providing our members with more benefits and experiences.”

At this year’s Hong Kong Sevens, for example, the company offered its 100 million members under the company’s three loyalty programmes – Marriott Rewards, The RitzCarlton Rewards, and Starwood Preferred Guest (SPG) – the chance to use their loyalty points for an “exclusive experience package”.

Other than a three-night stay at the group’s hotel suite, offers such as VIP treatment at the matches and tickets to the kick-off concert, meet-and-greets with rugby legends, coaching clinics run by players, and gourmet culinary experiences, were available for purchase with reward points.

At the same time, the company would locate members on social media if they were in the vicinity of the Hong Kong Sevens through M Live, a real-time marketing hub that tracks conversations on social media, reminding members to join VIP treatments, or take part online by uploading pictures taken at the event to their social media accounts with a specific hashtag to win prizes.

“It’s about how to find scenarios that let the members have fun both online and offline,” she says.

“The hospitality services is still the core of our business, but we have to build more experiences for our guests beyond the four walls of our hotels.

“Eventually, the strategy of the company is to enable the entire journey right from pre-stay, to doing the stay to hosting the stay. This is where global partnerships with HK Sevens, F1 and other sports partnerships help to complete the whole cycle.”

Adding to the company’s portfolio soon, Lin explains, will be PlacePass, a travel technology solutions provider that offers travellers an online search platform for in-destination experiences.

Announced last month, the company invested in the new global solution to let travellers choose from more than 100,000 local experiences in 800 destinations worldwide when they book directly on Marriott.com or SPG.com or via their respective apps in the future.

Whether you would like to wrestle a retired 1 0 M AR K ET I N G H O N G K O N G MAY 201 7

Lin 孲捚虇PlacePass ⶖ㎟䉉封拡〦䠓㜿♐䏛 仓▗ҸPlacePass 㞾ᾏⵅ㝔懙㐏姢孲㸉㝈㧗㢜⑨ K㍘⛕虇䉉㝔ⴱ㕟K佁ᾙ㖫亱。╿虇⁴⶚㐍䡽䠓⢿ 汣毦Ҹ 封⋻▇ᾙ㢗ⴲ⾒㐤幖朚䠋⋷㜿䠓⋷䖒 孲㸉㝈㧗虇㝔ⴱ㢹ℕ╾⁴㖫⶚⋷䖒911↚䡽 䠓⢿䠓弔懝10 喻䮽㢻⢿汣毦虇᾵╾䢃㔴⢷ Marriott.com ㎥ SPG.com ㎥憩懝⌅䢇㍘ 䠓㍘䚷䮚ゞ懁姛榟宑Ҹ 䊰履⃯✫㳰⢷㤀※厖憏₠䢇㙁㏚⎖䩚虇戓㞾⢷ ㊞⪶⎸㏧㜾⓰ⷋᾏⵅ慁⧃彮䜅⢿䠓㊞⪶⎸ど⾺ⴇ兡 ㊞⪶⎸灄䠓媌⃫㐏⽶虇㢒♰ㅺⶖ╾⁴憩懝䯜⎕⋛㕪 汣毦Ҹ Lin尜䉉虇封拡〦㢹ℕⶖら䱚㢃⪩䠓㢻⢿▗⃫⪴ ⃃杫⅑虇䉉㢒♰␄憯㢃㢘㊞儸䠓⃞ⵎ汣毦Ҹ ⬈尹處Ӂㄭ㜃汣伀宗ℕ䢚虇戲‪╒厖㎠↠䐈⎴㻊 ⑤䠓㢒♰虇⁥↠䠓ㅯ尯〵」῝㵣㢹㢘╒␯㻊⑤⏜㕟 ⓖ―⡪厂‣↜Ҹӂ Ӂ⡯㳳㎠厃␪⶚㷑㢻⢿⒥䠓䳥䛴╙▗⃫⪴⃃杫 WWW. MARK E TING—IN TE RAC TI VE . C OM

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sumo wrestler in Tokyo, or perfect your pastamaking skills alongside a local Italian chef at a Tuscan farmhouse, members will soon have it all through loyalty points redemptions.

Lin believes more local partnerships will be fostered soon, which will allow the company to create more meaningful staying experiences for its members.

“Statistically overall, for members who have engaged with one of our momentous events, they are almost four to five times more loyal than when they didn’t,” she says.

“So, I’m trying to really localise our strategy and partnerships, create more of these special touches, and send members the message that if you stay with the chain, the chain is going to reciprocate.

“Once members get used to our systems and travel within them, that type of loyalty is a job well done.”

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

Yet to build up a localised strategy not only means the local team has to stay tuned into the latest consumer trends and technology, but Lin herself has to foster communications between different regional teams to create a team that truly collaborates.

“It’s so difficult!” she says, with a laugh.

“In our organisation, whether you think of finance, legal or sales, it’s pretty much about how you run the business, but my world is very much about innovations, new technologies, about breaking through loyalty programmes and partnerships, plus Asia Pacific is so different. China, to start with, is already the most complicated market to communicate with.”

What a leader needs in this scenario, according to Lin, is to “work like a start-up” where people don’t work in silos, and leaders are on the ground to spend time with different teams from different regions, across different departments.

“You have to build a team that is smarter than you. Communication and communicating often plays a critical role in achieving that,” she says.

Seeing China as the biggest potential market in Asia Pacific, she says she has been travelling to the Middle Kingdom frequently in an attempt to talk to the team and understand the complicated ecosystem.

“How do you communicate and be where the customers are; and how can you do it in a way that can reach them in-scale meaningfully? Communication and finding the right channel is probably the biggest challenge, but also the biggest opportunity in China,” she admits.

And little things such as chatting with neighbours on planes have helped her to “watch the space”.

“It is very difficult to turn off – and yes I think about work on planes,” she confesses with a grin.

“But you have to love what you do. If you love what you do, you don’t feel like you are working – and the more you like it, the more you’re able to excel.”

⅑虇厘愵㢃⪩▛槭⤚䠓䐈⎴㻊⑤虇崢㢒♰䥴懢╹嬐 ⋴⃞㎠↠䠓拡〦虇ㅔ㢒ㄦ⎿⡭⧀Ҹӂ Ӂᾏ㝵㢒♰兡㋲⢷㝔懙㟑ℎ䚷㎠↠䠓亊伀虇憨䮽 ㅯ尯〵ⷀ㞾ᾏ↚ㄗ⬌䠓㎟㤫Ҹӂ 䋅军虇ら䱚㢻⢿⒥䳥䛴ᾜ≔㊞☂嗦㢻⢿⢧栙ㅔ 榗㟑⏊䛨㊞㢏㜿䠓㼗幊強⑱╙㐏姢虇Lin卹⾀‵ㅔ 榗␯テᾜ▛Ⓩ⥮⢧栙Ὶ朢䠓䀬憩虇⁴ら䱚ᾏ㚾▗⃫ ⢧栙Ҹ ⬈䲠尹處Ӂ䢮㞾⪹桲―蘼ӂ Ӂ⢷㎠↠䠓仓俣ᾼ虇䊰履㞾帰⑨ҷ㹤ㄚ戓㞾摆⚽ 扷朏虇杫攄抌」῝⢷㝋⬑⃤伢䍮㫼⑨虖⃕㎠䠓ᾥ䛛棭 ⿇捜嬥␄㜿ҷ㜿㐏姢虇⢷㝋䰐䧃ㅯ尯宗␒╙▗⃫⪴ ⃃杫⅑虖␯ᾙ‭⪹⢿Ⓩ䠓⾑⧃䘿⨒⬑㳳䓷䐈虇✽䢚 ᾼ⢚⾁伢㞾㢏桲⁴䖕孲䠓⾑⧃Ҹӂ 㙩Lin姷䫉虇⢷憨䮽㉔㹐ᾚ虇䴰䖕ⷳ梏嬐Ӂ⁴伢䍮 ⎬␄⋻▇䠓㝈ゞ⇩‚ӂ虇♰⽴Ὶ朢ㅔ榗憩␪▗⃫虇军 䴰䖕ⷳ‵ㅔ榗嬹␪嬹䉉虇呀㟑朢厖ᾜ▛⢿Ⓩҷᾜ▛扷 朏䠓ᾜ▛⢧栙䀬憩Ҹ ⬈尹處Ӂ⃯ㅔ榗ら䱚ᾏ㚾㵣⃯凿㞝䠓⢧栙虇䀬憩 ╙″㻐㞾厂杫捜嬐Ҹӂ

Lin嬥ᾼ⢚䉉‭⪹⢿Ⓩ㢏⌆䃪␪䠓⾑⧃虇⬈姷䫉 卹⾀伢⿇⎿容⢚⋶虇寵⢥厖⢧栙懁姛″㻐虇⁴―孲⌅ 媖桫䠓䚮㋚䘿⨒Ҹ ⬈⣵㐎處Ӂ⃯⬑⃤懁姛䀬憩╙埤怺ⴱ㏅㏏⢷䠓⢿ 㝈虇⁴╙⬑⃤⁴㢘㊞儸䠓㝈ゞひ㹪㔴宇⁥↠虚䀬憩 ╙㐍⎿㳲䩉䠓㾯懢╾劌㞾㢏⪶䠓㒠㎿虇΅㞾ᾼ⢚㢏 ⪶䠓㯮懖Ҹӂ ⢷橪㯮ᾙ厖抿〶ῧⴱ凙⪸䳘憨㮲䠓⶞‚虇抌㢘 ␸⬈孏⵮憨↚䰉朢Ҹ Lin䲠岑處Ӂ㞾䠓虇㎠⣟橪㯮㟑΅⢷㊂⽴⃫虇ㄗ桲 ⇫ᾚℕҸӂ Ӂ⃯⃕ㅔ榗㊪⃯䠓⽴⃫Ҹ⬑㤫⃯✫㳰⃯㏏⇩䠓 ‚虇ⷀᾜ㢒孉ㄦ卹⾀㞾⢷⽴⃫Ҹ军ᾣ⃯㊗✫㳰虇ⷀ㢒 ⇩ㄦ㊗⬌Ҹӂ MAY 2 017 MARK E TING HON G KON G 1 1

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OPINION

Simon Handford Co-founder ANON

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HOT: Heineken UK Open Your World

NOT: Birdlife Singapore

By the time you read this, Heineken’s experimental film will be old news.

Shared to death. But it speaks to me. Not discussing our differences is one of the reasons we ended up with Brexit and Trump. It also makes me want a beer with my brother. Not because he’s a raving climate-change denier or xenophobe. He’s just always referred to chatting over a few pints as “setting the world to rights”. And that’s what this film is all about.

Small miracles.

As I stare into the eyes of this poor incinerated owl, I wonder ... are we looking at the solution to the brutal slashing and burning of Indonesian forests? Or another desperate plea for an agency to survive one more awards season? Who am I to judge? Let’s do the right thing people. Go and visit the birdlife.org website to see what you can do to help. I hope you find the answer there … sadly I couldn’t.

⟰;ᢒ᫓Ჟዾ᫉᩾Open Your World ⃯䢚⎿憨䵖㜖䱯䠓㟑↨虇✫␪䠓⵵毦梊㄀⾁伢㞾厙凭虇㸡㢘⁉⌜㊮厗弲虇⃕㎠ ┊⶜ⴒ㉔㢘䓷攍Ҹ戎屖㎠↠䠓⎕㳶虇㞾咀⢚劺㳟╙䐈㢦㟽䜅戇儝⢚俌伀䠓┮⡯ Ὶᾏ虇‵⁳㎠㊂厖㎠䠓⋓ギᾏ弆✬⛳拡虇᾵棭⡯䉉⁥㞾ᾏ↚㶲↨崙⒥履▵⴩冔 ㎥⁖⪥冔虇╹㞾⁥伢⿇㒖ᾏ戙✬⛳拡ᾏ戙凙⪸㢒Ӂ⁳ᾥ䛛崙ㄦ㢃儝⬌ӂ虇憨ⷀ㞾 憨扷ひ◙䠓Ὴ㝷Ҹ

Awoo Lai CCO BBDO Shanghai

⇜;Birdlife Singapore 䜅㎠䡾嗦憨桊╾㌟ҷ娺䊩䍡䠓帢榼澈䠓䣋䣪虇㎠ᾜ䬐䒫㊂///㎠↠㳲⶚㐍孲㸉 捝姊䦜₟╙䍒䍡⓿ⷋ㩽㤦䠓愵㹤❝虚戓㞾╹㞾╵ᾏ↚令㢪䠓☋丁虇崢ᾏⵅひ ◙⋻▇㢘㯮㢒⌜⫹䓝榔虚㎠㢘䚩灋幖㧋ℕ⎳㝆虚崢㎠↠⇩㳲䩉䠓‚▶蘼䆞孌 birdlife.org佁䱨虇䢚䢚⃯╾⁴⇩‪䚩灋ℕ⿺␸憨‪桏湴Ҹ㎠⾛㢪⃯劌⢷戲婰㐍 ⎿䳣㧗///⃕╾㉁䠓㞾㎠ᾜ劌Ҹ

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HOT: Xtep 321 Crazy Run

NOT: Meters/Bonwe Birthday Party

While other fitness brands busy themselves with showing running as a hip and cool activity, Xtep’s ad shows how running is an essential part of life.

With a humorous historical journey covering the dawn of man, antiquity, the present, and even the future, the ad tells us that if you want to live, you have to run. It’s very funny, but you also have to admit it also makes sense. In the crowd of posturing, long-winded ads in this category, this one stands a step above the rest.

If creativity is the most important ingredient when cooking up an ad, then plagiarism is the rat turd which destroys a whole feast. This outdoor ad by Meters/Bonwe blatantly rips off a promotional picture for Knock Knock, an album by the Korean band TWICE. Is this meant to reference something bigger or is it just lazy plagiarism? From a creative point of view the answer is clear. Plagiarism is never acceptable. It does more than tarnish your reputation. It subverts the playful, creative spirit our industry is built on.

⟰;ᧁᕥ321Ḗᕥὓ

⇜;ᡱᧁᴒᖺរ᏷፶᢫

⢷⌅⁥♐䏛ㅨ嗦廿ㅒ虇㐙彠㳴㕞俹㎟㟑ⶩҷ农挆䠓㻊⑤▛㟑虇䐈㳴䠓ひ◙⡭㴇 彠㳴㢏捜嬐㢏┮⭚䠓㢻幹虈䉉―㻊☌Ҹㄭ┮⭚⁉ҷᾼ╳ᾥ亏ҷ䖍⁲ᾏ䢃䰎弙⎿ 㢹ℕ虇⎸䚷「灧䠓㏚㹤虇◙寃⃯㊂嬐㻊虇ⷀㄦ彠Ҹ桥䋅㖭䲠虇⃕╗ᾜㄦᾜ㔴╦ⴒ ⌅ᾼ䠓懢䖕虇⢷䣍⪩⡘❵䠓▛槭⤚ひ◙ᾼ䓷㯈ᾏ⿮Ҹ

⬑㤫␄㊞㞾ひ◙㢏儝☂䠓扷⎕虇㐓嬁ⅎ㞾㵏㔘憨榢⪶檟䠓戲槕冐炯ⷝҸ儝䐈㜾戵 ⮐憨⫦㏅⪥ひ◙虇娺㒖㐓嬁楢⢚⬂ⳟ㮑⢧TWICE⶗悾Knock Knockⴲ≂䋶Ҹ㞾╒ 冒戓㞾㐓嬁虚␄⃫冔ㅒ婰㞾ㄗ㾔㫩Ҹ⎖⒎帹⢥ᾏ㟑㝈ⅎ军㐓嬁虇ᾜ⃕╦⎿㷇῔䠓 歰▜虇㢃✹⫀䜅⎬㐤⋴憨↚姛㫼䠓㮑弲Ҹ

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20 -21 JUNE HOTEL ICON

http://www.marketing-interactive.com/smart-data/hk For advertising and sponsorship opportunities, please contact Sara Wan at +852 2861 1882 or email to saraw@marketing-interactive.com

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Lee Gardens Cathay Pacific/HSBC Hong Kong Sevens FanWalk DATE: 7-9 April 2017 VENUE: Lee Gardens, Causeway Bay 1 Lee Gardens teams up with Hong Kong Rugby Union, Cathay Pacific and HSBC to stage the premiere of the “Cathay Pacific/HSBC Hong Kong Sevens FanWalk”.

2 Face painting for kids was provided at the event.

3 To align with the rugby theme, six restaurants in the zone took part in the event.

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4 Visitors joining in a rugby contest.

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FWD Be A Maximizer Party DATE: 26 April 2017 VENUE: Central 1 Magician Louis Yan (left) and artist Andrew Lam. 2 Paul Tse, chief marketing officer of FWD Hong Kong and Macau.

3 Guests getting into the spirit of things.

4 Local band Supper Moment performing on stage.

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Sands STYLE magazine launch party DATE: 2 March 2017 VENUE: Central 1 A full house of guests and partners from the advertising community.

2 Central hosted the dazzling launch party.

3 Sands STYLE highlights the entertainment, shopping, dining and lifestyle options of Sands Resorts Macao.

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2 4 (From left): Winnie Chung, editorial director, South China Morning Post, specialist publications; Gary Liu, CEO, South China Morning Post; Scott Messinger, senior vice-president, marketing, Sands China; Elsie Cheung, COO, South China Morning Post; and Romanus Ng, general manager, advertising and marketing solutions, South China Morning Post.

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amfAR Gala Dinner 2017 DATE: 25 March 2017 VENUE: Shaw Studios, Hong Kong 1 Businesswoman and philanthropist Pansy Ho. 2 Jackie Chan surprised guests and auctioned an opportunity for one lucky guest to appear in his upcoming film with Sylvester Stallone and to attend the movie’s premiere in Beijing.

3 Guests enjoying the third annual amfAR Gala Hong Kong.

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4 Music stars Mark Ronson and Charli XCX joined the black-tie event.

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Most of us familiar with programmatic ad buying will have worked with various demandside platforms (DSPs), which facilitate the ad buy at scale between marketers and ad networks.

However, publishers, websites and apps often collect data on pretty much every aspect of the campaigns they run, which they can then resell to advertisers to facilitate hyper-targeting.

A DMP is where all this data from various sources gets stored, and provides marketers with a one-stop access point to manage data such as cookies and other identifiers to create targeted digital ads.

The DMP will take this segmented audience data, and in turn, provide this data to the DSP for ad targeting. Performance results for those segments are then fed back to the DMP to determine how that segment is performing.

This feedback is then provided back to the DSP for processing, which in turn uses it to optimise bidding and re-targeting.

It sounds complex, but think of the DMP as the warehouse and the DSP as the delivery service.

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In its simplest form, a DMP collects information from all kinds of places, segments based on audiences, and sends instructions to ad networks, websites, apps and publishers about who to target and where exactly to target them.

It differs from say, a CRM, by also giving you access to data vendors that have all the data you could possibly want about your audience (such as Cantonesespeaking females over 35 who use Bluetooth headphones).

In the second half of 2016, ZenithOptimedia and Nielsen polled advertisers in China about their use of DMPs. A quarter said having one was a priority, and an additional 62% called it “very important” – meaning just 15% put minimal importance on working with a DMP. One major reason is to glean productrelated information: 88% of respondents said they were interested in deriving such data from a DMP and it can be expected that DMPs will continue to grow in importance in the region.

ጙᑑ∋∹ᬠᶗᔫፓ⇚ᓯ┠ḋᛵዷᱣỒℚᐾ⃣ↅᕧ፵ 。╿虃DSP虄▗⃫虇⁴㝈ⅎ⾑⧃㔷ひ⁉♰厖ひ◙佁 仰Ὶ朢懁姛⪶嬞㮰䠓ひ◙庋幆Ҹ 䋅军虇ひ◙䠋⾒⛕ҷ佁䱨╙㍘䚷䮚ゞㄏㄏ㢒㛅 桕㳲⢷懁姛䠓㔷ひ㻊⑤䠓▓㝈棱㜇㙩虇䋅ㄛ惘⚽仵 ひ◙ⴱ㏅虇⁴懁姛弔亩⴩⃜Ҹ DMP⋁⳧ℕ卹▓䮽䀟榼䠓㏏㢘㜇㙩虇᾵䉉⾑⧃ 㔷ひ⁉♰㕟Kᾏ䱨ゞ䠓㔴⋴灭虇⁴䴰䖕 Cookie╙ ⌅⁥㮨䷳䳘㜇㙩虇ㄭ军⏅⴩⌆捬⶜ㆶ䠓㜇䩋ひ◙Ҹ DMP ⶖ㛅桕憨‪╦䣍亿⎕㜇㙩虇᾵ⶖ㜇㙩≂ 憐厂 DSP⁴懁姛ひ◙⴩⃜虇DSP 样ㄛⶖ憨‪亿⎕ ⾑⧃䠓姷䖍仟㤫╜櫚仵 DMP虇⁴⎕㤟封亿⎕⾑⧃ 䠓姷䖍Ҹ 憨‪╜櫚样ㄛ㢒⌜㲰≂憐厂DSP 懁姛埤䖕虇⁴ 䚷⃫⊹⒥䲅⊈╙捜⴩■Ҹ 刌弆ℕㄗ媖桫虇⃕╾⁴ⶖ DMP ㊂≞䉉↘〺虇军 DSP㊂≞䉉憐懭㢜⑨Ҹ ⌅㢏䶰✽䠓㝈ゞ㞾虇DMP 㒘╦䣍⎕槭㛅桕▓ 埤ҷ▓亿⎕⾑⧃䠓宙ㇾ虇᾵■ひ◙佁仰ҷ佁䱨ҷ㍘䚷 䮚ゞ╙ひ◙䠋⾒⛕⃫⎉㒖䫉虇尹㞝尿㞾䡽㮨╙⬑⃤ 捬⶜⁥↠䠋憐ひ◙Ҹ 厖ⴱ㏅杫⅑䴰䖕亊伀䠓ᾜ▛Ὶ埤⢷㝋虇DMP 戓㢒崢⃯䔁╥㜇㙩K㍘⛕㏏㙐㢘杫㝋⃯䡽㮨╦䣍 䠓㏏㢘㜇㙩虃⬑ 35㴁⁴ᾙℎ䚷坜䏨凂㯮䠓ひ㤀尀 ⬂ㆶ䳘虄Ҹ 2016 〃ᾚⓙ〃虇⵵␪≂㘼厖ⷋ䏍㩽⶜ᾼ⢚䠓ひ ◙ⴱ㏅懁姛容⛞虇屎㥴⁥↠䠓 DMP㍘䚷㉔㹐Ҹ⡪⎕ Ὶᾏ䠓╦容冔姷䫉ら䱚 DMP㞾⊹⋗埤䖕‚榔虇╵ 㢘 62%䠓╦容冔姷䫉憨㞾Ӂ棭⿇捜嬐ӂ虇槾䫉╹㢘 15%䠓╦容冔尜䉉ℎ䚷DMPᾜ捜嬐Ҹ 㛅 桕 厖 䚱♐䢇杫䠓宙ㇾ㞾 ⌅ᾼᾏ↚Ὴ嬐 ┮ ⡯處88%䠓╦容冔姷䫉㢘厗弲ㄭDMP䔁╥憨‪㜇㙩虇 ⡯㳳╾⁴榟宗DMPⶖ⢷封⢿Ⓩ崙ㄦ㝴䡙捜嬐Ҹ

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This year, the retail market has become more competitive than ever before. You have to show what you are capable of or your marketing budget gets cut – or worse, your job.

So the key question now for marketers is not only how many likes or clicks or conversions you have from your campaign, but how to prove your team’s value to the business.

A data management platform can help show your team’s contribution, optimise marketing effectiveness and provide evidence of your strengths.

The data management platform is not

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something new, but building an individual DMP across devices exclusively for your brand is a better way to improve declining performance of mass ad networks such as GDN and the Facebook audience network.

It can also improve performance of any ad networks connected to demand-side platforms.

A DMP provides marketers with centralised control of all of their audience and campaign data. This data is highly in-depth and not just about the number of conversions.

ፂᑧᅗ ᫋ᏕᲵᛵ⛅ᛢ፾᎔ᙗᕗ⎃ᦾᅗᓇᏜṎ᤺ᐆᎤ ⵵␪虇▵⏖⾑⧃㔷ひ榟䴦╾劌㢒娺⏙㾪虇䚩厂憲橾䨦 ΅ᾜⅬҸ ⡯㳳虇⾑⧃㔷 ひ⁉ ♰䖍㟑䠓杫攄⛞槛ᾜ≔⢷ 㝋㔷ひ㻊⑤劌䔁ㄦ⪩ⶠ崩⬌ҷ灭㙙䔖㎥惘㕪㲰㜇虇 㢃⢷㝋⬑⃤峘㞝⢧栙⶜㫼⑨䠓⊈⇋Ҹ㜇㙩䴰䖕。╿ 虃DMP虄㢘␸ⷤ䫉⢧栙䠓俍㛗ҷ㕟ⓖ⾑⧃㔷ひ㛗䔖ҷ ᾵峘㞝⵵␪Ҹ 㜇㙩䴰䖕。╿᾵棭䚩灋㜿‚䏸虇⃕ら䱚ᾏ↚⶗ 䉉♐䏛军宼ҷ懸䚷㝋㏏㢘宼∨䠓䓷䱚DMP虇㞾㛈✓ GDN╙Facebook╦䣍佁仰䳘⪶䣍ひ◙佁仰姷䖍 ᾚ䁠䠓㢃ℂ㝈㹤虇‵╾㕟ⓖ₊⃤憲㔴厂梏㷑㝈。╿ 虃DSP虄䠓ひ◙佁仰俍㛗Ҹ

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With a DMP, audience behavioural data is set up DMP systems, and helps form strategies, accessible in real-time, removing the worry of campaign execution and analysis. sudden business report requests.

With in-depth digital advertising data It helps marketers to manage and analyse analysis experience, Innovative Digital Media this data on one dashboard – from campaign provides advice to brands on how they should creation, audience profiling, media buying and set up the DMP data logically and how it will targeting to optimisation, measurement and relate to their marketing and business reports reporting. and analysis.

With DMP data, you can craft, target and DMP in this perspective is not only a optimise campaigns that reach more of the database system, it’s the matrix that helps your right people and drive improved ROI. Every brand continuously improve your business. marketing dollar spent can be justified with In the next five years, as noted in the concrete data support.

AdExchanger 2016 Industry Preview, the Brands can use their own DMP to collect advertising industry “will complete a 10-year data such as first-party cookies, audience time evolution toward planning and buying with of reach, location of reach, devices used, apps technology”. used, what content/ products/services they are interested in on the brand’s websites, etc.

DMP data can also be reused for re-targeting in other campaigns through DSP ad networks.

In the example of a credit card brand, the DMP can identify user X as a premium credit card owner, and the bank can then target user X for premium banking Collect and synchronise data from multiple data sources services in the future. 㛅桕ℕ卹⪩↚ℕ䀟䠓㜇㙩᾵懁姛▛㳴 With scattered media reporting tools across platforms, marketers are looking for solutions In the near future, there will be invitationto how they can separate data from media only marketplaces where high calibre publishers buying so they can have more direct access offer their ad inventory directly to a selected to analytics and merge it with their internal group of advertisers. business-sensitive data (CRM, sales, brand Imagine the most targeted advertising website transaction data, etc). DMP can serve package offered by publishers exclusively to as that solution. your brand, and being tailor-made based on Innovative Digital Media helps marketers your brand’s DMP system analysis.

DMP劌崢⾑⧃㔷ひ⁉♰桕ᾼ㔶⏅⌅㏏㢘䠓╦䣍 ╙㔷ひ㻊⑤㜇㙩虇憨‪㜇㙩棭⿇㾀⋴虇ᾜ≔㞾槾䫉惘 㕪㲰㜇Ҹ ⾑⧃㔷ひ⁉♰╾憞懝DMP│㟑䔁╥╦䣍姛䉉㜇 㙩虇戎⋜⡯䰐䋅梏嬐㕟″㫼⑨⧀◙军㔹㏚ᾜ╙Ҹ ⴒ╾⁴⿺␸⾑⧃㔷ひ⁉♰⢷ᾏ↚⊏姷㤎ᾙ䴰 䖕╙⎕㤟憨‪㜇㙩虇⒔㑻⏅⴩㔷ひ㻊⑤ҷ╦䣍幖㜨 ⎕㤟ҷⰡ汣庋幆╙⴩⃜ҷ⁴厂⊹⒥ҷ㾻捞╙Ⓘ⧀Ҹ 憞懝 DMP 㜇㙩虇⃯╾⁴媌⃫ҷ⴩⃜╙⊹⒥㔷ひ㻊 ⑤虇ㄭ军◇イ㢃⪩䡽㮨╦䣍虇᾵㕟汧㐤幖⡭⧀䔖虇⁳ 㵞ᾏ⎕ᾏ㵺䠓⾑⧃㔷ひ榟䴦抌劌ㄦ⎿⵵幹䠓㜇㙩 㚾㒐Ҹ ♐䏛╾⁴ℎ䚷卹⾀䠓DMPℕ㛅桕㜇㙩虇ℚ⬑䲻 ᾏ㝈 Cookieҷ╦䣍容⛞㟑朢ҷ容⛞⃜僽ҷℎ䚷䠓宼 ∨ҷℎ䚷䠓㍘䚷䮚ゞҷ⁥↠⶜♐䏛佁䱨㊮厗弲䠓⋶ ⵈ虊䚱♐虊㢜⑨䳘Ҹ DMP㜇㙩΅╾⁴憩懝DSPひ◙佁仰虇捜㜿䚷㝋 ⌅⁥㔷ひ㻊⑤䠓捜⴩■Ҹ ⁴ᾏ↚ⅰ䚷⓰♐䏛䉉ℚ虇DMP╾⁴ⶖX䚷㏅峧⎴ 䉉汧亩ⅰ䚷⓰㒐㢘冔虇搏姛㝴ㄛⅎ╾ⶖX䚷㏅攥⴩䉉 汧亩搏姛㢜⑨䠓䡽㮨╦䣍Ҹ ▓。╿㕟K梅㛲䠓Ⱑ汣⧀◙⽴⌆虇⾑⧃㔷ひ⁉ ♰梏嬐ᾏ↚孲㸉㝈㧗ⶖ㜇㙩厖Ⱑ汣庋幆␒⎕虇⁴ⅎ 劌⪯㢃䢃㔴䔁╥⎕㤟伀宗虇᾵ⶖ⌅厖⋶扷㫼⑨㛞㊮ 㜇㙩虃ⴱ㏅杫⅑䴰䖕ҷ摆⚽ҷ♐䏛佁䱨″㞢㜇㙩䳘虄 仟▗虇军DMP╾嬥䉉憨㝈棱䠓孲㸉㝈㧗Ҹ Innovative Digital Media╾ⓣ␸⾑⧃㔷ひ⁉♰ ら䱚DMP亊伀虇⁴╙⏅⴩䳥䛴ҷ⦆姛㔷ひ㻊⑤╙懁 姛⎕㤟Ҹ ㌠坘㾀┩䠓㜇䩋ひ◙㜇㙩⎕㤟伢毦虇Innovative Digital Media╾■♐䏛㕟Kら峿虇ⓣ␸㜃䖕DMP 㜇㙩虇⁴╙ⶖ㜇㙩㍘䚷厂⌅⾑⧃㔷ひ╙㫼⑨⧀◙厖 ⎕㤟Ҹ ㄭ憨↚孡〵ℕ䢚虇DMP ᾜ≔㞾ᾏ↚㜇㙩〺亊 伀虇㢃㞾ᾏ↚⿺␸♐䏛ᾜ㝆㕟ⓖ㫼⑨䠓㮰⤚Ҹ 㳲⬑AdExchanger 2016 Industry Preview⪶ 㢒㏏㒖虇⢷㢹ℕ‣〃虇ひ◙㫼ⶖ憩懝䭠㐏ⴛ㎟ⓐ〃䠓 Ⱑ汣嬞␒╙庋幆Ҹ ⢷ᾜ῔䠓ⶖℕ虇样䣏㊗ℕ㊗⪩䠓䭐㢘ひ◙″㞢⾑ ⧃䠓⎉䖍虇汧幹亯䠓ひ◙䠋⾒⛕╾⁴䢃㔴■㒖⴩䠓 ひ◙ⴱ㏅㕟Kひ◙幖䀟Ҹ㊂≞ᾏᾚ虇ひ◙䠋⾒⛕⶗朏 䉉♐䏛㕟K㢏⌆捬⶜ㆶҷ᾵㧈㙩DMP亊伀⎕㤟军〵 怺⴩⏅䠓ひ◙⫦檟Ҹ

About Innovative Digital Media Innovative Digital Media (IDM) is the digital marketing media agency providing a one-stop digital solution with technology and innovation at the core. IDM is the sole reseller partner of VPON, and our mobile media technology is supported by VPON. IDM is licensed with Acquisio for real-time bidding optimisation. We manage more than US$10 million in annual spending across 40-plus top class corporate advertisers in Hong Kong. 杫㝋Innovative Digital Media Innovative Digital Media虃IDM虄㞾⁴㐏姢厖␄㜿䉉㧇ㅒ䠓㜇䩋䍮摆Ⱑ汣⁲䖕⋻▇虇㕟Kᾏ䱨ゞ䠓㜇䩋孲㸉㝈㧗ҸIDM㞾 VPON䠓⚾ᾏ伢摆⛕▗⃫⪴⃃虇VPON‵䉉㎠↠㕟K㻐⑤Ⱑ汣㐏姢㚾㖃ҸIDM䔁Acquisio㔗㲙懁姛│㟑䲅⊈⊹⒥ҸIDM䡽⏜ 䉉欨㾾40⪩↚榑亩ₐ㫼ひ◙ⴱ㏅埤䖕㵞〃弔懝1,000喻儝⋒䠓ひ◙㚾⎉Ҹ

Jackie Lung, founder and business director!焜⇘㺹虇␄愵⁉⌋㫼⑨俌䡲

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Creativity is an amazing thing. It has the ability to make people happy, stir emotions, bring excitement and, perhaps even more importantly, inspire wonder and possibility.

Creativity can break down barriers and speak to people right around the world, but the one thing that has always been the hallmark of creativity is the ability to adapt to a changing consumer landscape.

The media, technology and social trends may have shifted dramatically over the past decade, but creativity still remains a key element despite all these changes.

TV has evolved, print media as we all know has taken a beating and the rise of digital and social media have given consumers more access to information than ever before. But, still, good ideas have the ability to stop us all dead in our tracks.

As we unveil the winners from the 2017 MARKies Awards, we should take a moment to remember that people, despite their background, want to be inspired and brands have the privilege to make that happen.

Congratulations to all of this year’s winners.

It’s an award we think you deserve.

ᲐẤ៦ዯ⃣ᘟᔒᛵዾḪᅗᏐᨬ᫠᎛ዷᔺ∛ᅘ⎃ᶋᬧ ㊮ҷ⿅ℕ厗⫽ҷ䚩厂㢃捜嬐䠓㞾⛮䠋⫖忮╙䃪␪Ҹ ␄㊞╾⁴㏢䧃▓䮽栣朰虇厖ᾥ䛛▓⢿䠓⁉䚱䚮⌀ 溃Ҹ劌⪯懸㍘㼗幊冔ᾜ㝆崙⒥䠓梏㷑虇㞾␄㊞ᾏ䢃⁴ ℕ䠓㢏⪶䐈灭Ҹ Ⱑ汣ҷ䭠㐏╙䫍㢒強⑱⢷懝╊ⓐ〃⪶⿔惘崙虇军 ⊧䴰棱⶜ᾏ⎖崙⒥虇␄㊞⁜㞾䜅ᾼ䠓ᾏ↚杫攄Ҹ 㜇䩋╙䫍″Ⱑ汣䠓厗弆虇䉉㼗幊冔⿅ℕ㵣⁴ㄏ㢃 ⪩䠓幖宙虇㛈崙―梊嬥姛㫼虇‵⶜⓿⏆Ⱑ汣憯㎟―⡃ 捜䠓㏢㙙虇⃕⬌䠓Ὴ㊞⁜劌䉉㎠↠⿅ℕᾏ佩䚮㯮Ҹ ⢷㎠↠⋻⾒2017〃ӁMARKiesⴲ≂榔䡽⪶䓝ӂ ㄦ䓝仟㤫䠓▛㟑虇㢘ᾏ灭㎠↠嬐宧⃞虇ᾜ䴰ℕ卹₊⃤ 剛㟾䠓⁉虇⁥↠抌㿃㢪╦⎿⬌䠓␄㊞⛮䠋虇军▓♐䏛 㳲券帯弆憨↚捜₊Ҹ ㇼ ✫ ⁙ 〃 ㏏ 㢘 䠓 ㄦ 䓝 冔虇憨 ↚ 䓝 㞾 ⃯ ↠ ㍘ ㄦ䠓Ҹ

WWW. MARK E TING IN TE RAC TI VE . C OM

JUDGES Benoit Lavaud Group digital director Bluebell Group

Adrienne Tin Brand director Peninsula Merchandising

Tom Watkins

Carman Cheung

Head of PR and marketing CÉ LA VI Hong Kong

Marketing director Procter & Gamble

Bonnie Chow Head of marketing, branding support services City Super

Charles Johnson General manager, loyalty reward-U/HK Express

Inness Chu

Ray Chan

Digital marketing and social media manager CLP Power Hong Kong

Global creative director Schneider Electric

Mildred Wong Director of brand and field marketing, Asia Pacific Hyatt Hotel and Resort

Astor Keung Fuels marketing lead Shell Hong Kong

Adrian Veliche

Henry Lee

Head of experience design Manulife Asia

Managing director Sony Corporation of Hong Kong

Joyce Lui

Elaine Tai

Director, digital marketing, APAC Marriott International

Brand director SUGAR phone

Andrea Vitali Marketing director, boys and girls, Asia Pacific Mattel East Asia

Tak Chi Lee Head of retail marketing Swire Properties

Michelle Toy Head of marketing and corporate affairs, international branches, corporate and institutional banking National Australia Bank

Fion Tin Brand marketing director PANDORA WWW.M A R K ET I N G I N T ER A C T I V E .C O M

Clifford Ng Senior creative services manager The Hong Kong Jockey Club

Kingsley Jayasekera Director of marketing and customer experience West Kowloon Cultural District Authority MAY 2 017 MARK E TING HON G KON G 2 3

BEST USE OF DIGITAL

BEST IDEA – CONTENT

PHD Hong Kong, HeathWallace, mcgarrybowen Hong Kong

Guru Online Client The International Medical Company Campaign Ricqles Brand Rejuvenation Campaign

Client Manulife (International) Campaign ManulifeMOVE

CMRS Digital Solutions Client Harbour City Campaign “We’re all Smurfs!” Art Exhibition @ Harbour City

Havas Hong Kong, X Social Group

ANON, Mindshare Hong Kong

Client Danone Nutricia Early Life Nutrition Campaign There is a kind of love called Letting Go

Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

PHD Hong Kong, SapientRazorfish Hong Kong Client Ferrero Campaign Tic Tac Gig

BEST IDEA – CORPORATE SOCIAL RESPONSIBILITY

BEST IDEA – CUSTOMER ACQUISITION

Zenith

TBWA\Hong Kong, PHD Hong Kong, CMRS Digital Solutions

Client CLP Power Hong Kong Campaign Power Your Love Programme

Client Standard Chartered Campaign Why Banking Can Be an Obsession

GREY Advertising Hong Kong Client HSBC Campaign Rainbow Lions

2 4 M A R K ET I N G H O N G K O NG MAY 201 7

Ogilvy Public Relations

As One Interactive

Ogilvy Public Relations

Client World Wildlife Fund Campaign The Last Word

Client K11 Concepts Campaign K11 – A World in a Well

Client OtterBox Campaign OtterBox – Drop The Stress

WWW. MARK E TING IN TE RAC TI VE . C OM

BEST IDEA – VIDEO

BEST IDEA – DESIGN

mcgarrybowen Hong Kong, Mindshare Hong Kong, Daryl Cheung @ Bac Bac’s Diary

KITCHEN

AsoneCreation

Client RIMOWA Far East Campaign MY RIMOWA, MY SHOWTIME

Client Procter & Gamble (HK) Campaign Pampers Better for You

OMD HK Client Carlsberg Hong Kong Campaign __ but Jolly

Havas Hong Kong, X Social Group Client Danone Nutricia Early Life Nutrition Campaign There is a kind of love called Letting Go

Client Kimberly-Clark (Hong Kong) Campaign Kotex Comfort Soft Launch

Havas Hong Kong

ANON

Client Pizza Hut Hong Kong Management Campaign The True Meaning of Christmas Joy

Client Swire Properties Campaign Where Christmas is Made

BEST IDEA – DIGITAL

BEST IDEA – EVENTS

PHD Hong Kong, HeathWallace, mcgarrybowen Hong Kong

GREY Advertising Hong Kong Client The Dairy Farm Campaign Wellcome Voice-over Recording Tour

Client Manulife (International) Campaign ManulifeMOVE

Isobar

Hungry Digital

ANON

CMRS Digital Solutions

Client Hong Kong Disneyland Campaign Disney Halloween Time

Client Shiseido Hong Kong Campaign Suncare 360

Client Swire Properties Campaign Tong Chong Street Market

Client Harbour City Campaign “We’re all Smurfs!”

Art Exhibition @ Harbour City

2 6 M A R K ET I N G H O N G K O NG MAY 201 7

WWW. MARK E TING IN TE RAC TI VE . C OM

BEST USE OF MOBILE

BEST IDEA – GAMING

Isobar Client Audi Campaign Audi R8 Neuroracer

PHD Hong Kong, mcgarrybowen Hong Kong Client Manulife (International) Campaign ManulifeMOVE

Dentsu Media HK Client Ocean Park Hong Kong Campaign Ocean Park Halloween Campaign 2016

Carat Media Services Hong Kong Mtel Client A.S. Watson Group Campaign Fortress App

Vpon Big Data Group, Mediacom Hong Kong

Client Reebok Hong Kong Campaign ZPump Interactive Rhythm Challenge

PRIZM Client Watsons Water Campaign Flip a Bottle, Power the Recycle

Client Volkswagen Group Hong Kong Campaign Audi A3 E-Tron Campaign

BEST IDEA – INTEGRATED MARKETING

BEST IDEA – LAUNCH/RELAUNCH

mcgarrybowen Hong Kong, Dentsu Hong Kong

mcgarrybowen Hong Kong, Dentsu Hong Kong

Client Manulife (International) Campaign ManulifeMOVE

Client Manulife (International) Campaign ManulifeMOVE

TBWA\Hong Kong, PHD Hong Kong, CMRS Digital Solutions Client Standard Chartered Campaign Why Banking Can Be an Obsession

2 8 M AR K ET I N G H O N G K O N G MAY 201 7

All Day Breakfast Creative Boutique Client ViuTV Campaign ViuTV “Real Choice” Campaign

TBWA\Hong Kong, PHD Hong Kong, CMRS Digital Solutions Client Standard Chartered Campaign Why Banking Can Be an Obsession

AllRightsReserved Client Pei Ho Counterparts Campaign Pei Ho Counterparts Charity Pop up Store

WWW. MARK E TING IN TE RAC TI VE . C OM

BEST IDEA – MOBILE

BEST IDEA – OUT OF HOME

PHD Hong Kong, mcgarrybowen Hong Kong

Mediacom Hong Kong Client Huawei Device Hong Kong Campaign Huawei P9/P9 Plus Launch

Client Manulife (International) Campaign ManulifeMOVE

ANON, Mindshare Hong Kong Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

Sekgamdong Client L’Oréal Hong Kong Campaign YSL Beauty Nightout Party

BEST IDEA – PRINT

ANON, Mindshare Hong Kong

Saatchi & Saatchi, PHD Hong Kong

Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

Client FWD Life Insurance Campaign FWD Branding Campaign

BEST IDEA – PUBLIC RELATIONS

ANON, Mindshare Hong Kong Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

GREY Advertising Hong Kong Client HSBC Campaign Rainbow Lions

McCann Health Client Pfizer Corporation Hong Kong Campaign Eye Slaves

BlueCurrent Group Hong Kong, FleishmanHillard Singapore Client Pfizer Oncology Campaign Through My Eyes

30 M A R K ET I N G H O N G K O N G MAY 201 7

Strategic Public Relations Group Client Lee Tung Avenue Management Campaign Lee Tung Avenue

ActionHouse International Client New World Development Campaign New World Harbour Race 2016

Edelman Hong Kong Client Coffee Concepts Hong Kong Campaign Share Love In Green

WWW. MARK E TING IN TE RAC TI VE . C OM

BRINGS

APS guarantees QUALITY products with hight perceived value.

Your ADVANCED personalized solutions.

TO

LIFE

ASIA PREMIUM SOLUTIONS LTD.

Asia Premium Solutions Limited 13/F Asia One Tower, 8 Fung Yip Street, 6 M A R K ET I N G H O N G K O N G FEBRUA R Y 201 6 Chai Wan, Hong Kong

T : +852 2889 2385 F : +852 2889 3837 E : contact@asiapremium.com.hk

aps.asiaone

www.asiapremium.com.hk

WWW. MARK E TING-IN TE RAC TI VE . C OM "A member of Asia One Communications Group"

BEST IDEA – RETAIL

BEST IDEA – SOCIAL

TBWA\Hong Kong, Many Many Creations, Untitled

Havas Hong Kong, X Social Group

Client Adidas Campaign Climaheat Snowrun

Client Danone Nutricia Early Life Nutrition Campaign There is a kind of love called Letting Go

Guru Online

Mtel

Client L’Oréal HK – Biotherm Campaign Biotherm Smile for the Skin Miracle

Client A.S. Watson Group Campaign PARKnSHOP App

The Bridge Agency

AllRightsReserved

Client Swire Resources Campaign Columbia Raining Man

Client Standard Chartered Bank Campaign Standard Chartered Priority Banking – I am the Next Millionaire

BEST IDEA – TV

BEST IDEA – CUSTOMER ENGAGEMENT

Metta Communications

UM Rally Client Carlsberg Campaign If Carlsberg did taxis service

Client Ocean Park Corporation Campaign Ocean Park Halloween Campaign 2016

TBWA\Hong Kong, PHD Hong Kong, CMRS Digital Solutions Client Standard Chartered Campaign Why Banking Can Be an Obsession

32 M A R K ET I N G H O N G K O N G MAY 201 7

Dentsu Hong Kong Client Mitsubishi Electric (Hong Kong) Campaign Care for the family

GREY Advertising Hong Kong

TBWA\Hong Kong, Many Many Creations, Untitled

Client The Dairy Farm Campaign Wellcome Voice-over Recording Tour

Client Adidas Campaign Climaheat Snowrun

WWW. MARK E TING IN TE RAC TI VE . C OM

BEST IDEA – WEB DESIGN

BEST USE OF APPS

Across Asia Strategy (HK) Client Boutir Campaign Boutir Collect Delivers Virtual Guide through Hong Kong’s Lunar New Year Fair

KITCHEN Client Reckitt Benckiser Hong Kong Campaign Durex AIR FORCE

Pixo Punch, part of Accenture Interactive Client Lan Kwai Fong Group Campaign Lan Kwai Fong Digital Consolidation

Four Directions, Hong Kong Broadband Network Isobar

monimedia

Client FWD Group Campaign FWD Asia Pacific Website

Client The Peninsula Boutique Campaign The Peninsula Boutique eCommerce

Client Ocean Park Corporation Campaign Ocean Park Hong Kong App

BEST USE OF BUDGET

BEST USE OF CONTENT

ANON

PHD Hong Kong, SapientRazorfish Hong Kong

Client Orbis Hong Kong Campaign Every Cent Counts

Client A.S. Watson Group Campaign PARKnSHOP App

Client Ferrero Campaign Tic Tac Gig

Across Asia Strategy (HK)

Alchemy Communications

Client Boutir Campaign Boutir Collect Delivers Virtual Guide through Hong Kong’s Lunar New Year Fair

Client Frederique Constant HK Campaign Live Your Passion

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

Mtel

Pixo Punch, part of Accenture Interactive

PacificLink iMedia, part of Accenture Interactive

Client Procter & Gamble (HK) Campaign Launch of Whisper INFINITY

Client Sony Hong Kong Campaign Sony Hong Kong Guest Store Manager Campaign

MAY 2 017 MARK E TING HONG KON G 33

BEST USE OF DATA/INSIGHTS

BEST IDEA – EXPERIENTIAL

MEC Hong Kong

Isobar

Client Wynn Palace Campaign We Hear You – Creation of Promotional Calendar & Offers Based on Consumer Digital Footprints

Client Audi Campaign Audi R8 Neuroracer

DigitasLBi

Fimmick, CRM

Client Shangri-La International Hotel Management Campaign Spa Indulgence Offer Personalisation

Client Kao (Hong Kong) Campaign The Social CRM Solution

mcgarrybowen Hong Kong, Dentsu Hong Kong Client Manulife (International) Campaign ManulifeMOVE

Metta Communications Client Ocean Park Corporation Campaign Ocean Park Halloween Campaign 2016

BEST USE OF GAMING

BEST USE OF INTEGRATED MEDIA

PHD Hong Kong, mcgarrybowen Hong Kong

Havas Hong Kong Client Pizza Hut Hong Kong Management Campaign The True Meaning of Christmas Joy

Client Manulife (International) Campaign ManulifeMOVE

Pixo Punch, part of Accenture Interactive

TBWA\ Hong Kong, Many Many Creations, Untitled

DDB Group Hong Kong, OMD HK

PHD Hong Kong, mcgarrybowen Hong Kong

Client Kiehl’s Campaign Kiehl’s 2016 Digital Year Plan

Client Adidas Campaign Climaheat Snowrun

Client McDonald’s Restaurants (Hong Kong) Campaign McDonald’s Turn Back the Time

Client Manulife (International) Campaign ManulifeMOVE

34 M AR K ET I N G H O N G K O NG MAY 201 7

WWW. MARK E TING IN TE RAC TI VE . C OM

BEST IDEA – APPS

BEST USE OF OUT OF HOME

PHD Hong Kong, HeathWallace, mcgarrybowen Hong Kong

Mediacom Hong Kong Client Huawei Device Hong Kong Campaign Huawei P9/P9 Plus Launch

Client Manulife (International) Campaign ManulifeMOVE

Pixo Punch, part of Accenture Interactive Client SOGO Hong Kong Campaign SOGO Rewards Mobile App

Across Asia Strategy (HK) Client Boutir Campaign Boutir Collect Delivers Virtual Guide through Hong Kong’s Lunar New Year Fair

Mindshare Hong Kong, ANON

Saatchi & Saatchi, PHD Hong Kong

Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

Client FWD Life Insurance Campaign FWD Branding Campaign

BEST USE OF PRINT

BEST USE OF PROGRAMMATIC

Mindshare Hong Kong, ANON

OMD HK Client Wyeth Nutrition Campaign Making parental journey more enjoyable with BIG DATA

Client Hong Kong Disneyland Resort Campaign Star Wars: Tomorrowland Takeover

Havas Hong Kong

McCann Health

Client DBS Hong Kong Campaign There is something new under the sun

Client Takeda Pharmaceuticals Hong Kong Campaign Fighting Fatigue

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

MEC Hong Kong, Xaxis Hong Kong

Mediacom Hong Kong, Xaxis Hong Kong

Client Marriott Hotel Group Campaign Marriott Dynamic Creative Re-targeting Campaign

Client Scandinavian Airlines Campaign Scandinavian Airlines 2016 Always On Campaign

MAY 2 017 MARK E TING HON G KON G 35

BEST USE OF SEARCH

BEST USE OF SOCIAL

SearchGuru Hong Kong

Saatchi & Saatchi, PHD Hong Kong, Vizeum Hong Kong

Client Ovolo Hotels Campaign Squaring up to OTAs

Client FWD Life Insurance Campaign FWD Service Campaign

iProspect Hong Kong

Maxus Hong Kong

Client Standard Chartered Bank Campaign Going the Extra “Mile” with Standard Chartered Bank

Client Hang Seng Bank Campaign Customer Segmentation for Hang Seng Personal Loan Search Campaign

Starcom

Guru Online

Client Procter & Gamble (HK) Dormant Campaign VS x Kwan Gor #StylishNewYou

Client Danone Nutricia Early Life Nutrition Campaign Cow & Gate Professocial Facebook Community

BEST USE OF TECHNOLOGY

BEST USE OF VIDEO

Isobar

PacificLink iMedia, part of Accenture Interactive, LAUYEAH Production

Client Audi Campaign Audi R8 Neuroracer

Client Sony Hong Kong Campaign Sony Hong Kong Guest Store Manager Campaign

PHD Hong Kong, HeathWallace, mcgarrybowen Hong Kong Client Manulife (International) Campaign ManulifeMOVE

36 M AR K ET I N G H O N G K O NG MAY 201 7

Pixo Punch, part of Accenture Interactive Client Henderson Real Estate Agency Campaign MR. MEN LITTLE MISS SAMBA FOOD-LYMPICS

AsoneCreation Client Procter & Gamble (HK) Campaign Pampers Better for You

PHD Hong Kong, SapientRazorfish Hong Kong Client Ferrero Campaign Tic Tac Gig

WWW.MARKETING WWW. MARK E TING IN INTERACTIVE.COM TE RAC TI VE . C OM

BEST OF SHOW – CAMPAIGN 㢏ℂ姷䖍⪶䓝ʠʠ㔷ひ㻊⑤

Understanding that most of its young audience are digital natives, Manulife launched an innovative activity-tracking programme ManulifeMOVE in 2015 to reward customers with discounted premiums for living a more active lifestyle that led the insurance company to pick up the title of Best of Show – Campaign.

The multiple top-rated campaign snatched eight golds in Best Idea – Apps; Best Use of Gaming; Best Idea – Integrated Marketing; Best Use of Mobile; Best Idea – Mobile; Best Idea – Digital; Best Use of Digital; and Best Idea – Launch/Relaunch, in addition to two silvers and one bronze.

Leveraging the latest mobile technology, the programme, which can be accessed through mobile apps or online, uses data from Manulifeprovided fitness trackers and encourages members to track their activity progress against set goals.

By reaching simple goals, members can enjoy premium discounts tied to recently launched health protection solutions in Hong Kong.

A multi-media campaign spanned TVC, outdoor, print and MTR dominations, along with consumer events that were launched to drive public awareness.

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

Developed by Dentsu Hong Kong, mcgarrybowen Hong Kong and PHD Hong Kong, the campaign is supported by local celebrity Pakho Chau, who exemplifies a healthy lifestyle.

Heath Wallace, part of JWT’s digital agency Mirum, created the ManulifeMove app for Manulife Hong Kong.

Launched in 2015, the activity-tracking programme decided to take it to the next level this year and announced the extension of the programme to Apple Watch in February.

In addition to Fitbit and Misfit devices, the new app is now compatible with the iOS Health app and Apple Watch. This enables the company to launch a new and more attractive sign-up offer.

The insurance company also refreshed ManulifeMOVE by curating special MOVE hiking trails, and shopping or foodie routes for the weekend warriors, and developed MOVE Spotify playlists to create good exercise vibes.

As a result, compared with the year before the ManulifeMOVE launch, the campaign has seen remarkable success among millennials: 74% are aware and 76% found the MOVE concept attractive.

ᚘ᏿ᗭᗥጙᑑ∋ᑧ⅜ᗽᯖᱣ៦∋≜᣾᏷᎚ᅗᔟᓗᑋ 2015〃㔷⎉ᾏ榔␄㜿⇴う宗␒ManulifeMOVE虇憞懝 㕟KⅬ幊㐧㏲炢⒄ⴱ㏅㐤⋴㢃⇴う㻊␪䠓䚮㻊㝈ゞ虇 ㎟␮䉉封Ⅼ根⋻▇庞ㄦӁ㢏ℂ姷䖍⪶䓝ʠʠ㔷ひ㻊 ⑤ӂ⪶䓝Ҹ 憨↚㔷ひ㻊⑤⢷⪩↚仓⎴䔁╥ℂ俍虇⌀庞ㄦ⋺↚ 仓⎴䠓捠䓝虇⒔㑻㢏ℂ␄㊞ʠʠ㍘䚷䮚ゞҷ㢏ℂ懙㏁ ㍘䚷ҷ㢏ℂ␄㊞ʠʠ伫▗䍮摆ҷ㢏ℂ㻐⑤㐏姢㍘䚷ҷ 㢏ℂ␄㊞ʠʠ㻐⑤䍮摆ҷ㢏ℂ␄㊞ʠʠ㜇䩋䍮摆ҷ㢏 ℂ㜇䩋㍘䚷ҷ╙㢏ℂ␄㊞ʠʠ㜿䚱♐䠋⾒虊⌜䠋⾒虇 ⁴╙⋸搏ᾏ搔Ҹ 懚䚷㢏㜿䠓㏚㯮㐏姢虇封宗␒憞懝ⴞ⎸㕟K䠓㠉 劌懚⑤㏚⿅宧撓䚷㏅䠓㻊⑤捞㜇㙩虇᾵炢⒄㢒♰憩懝 ㏚㯮㍘䚷䮚ゞ㎥佁䱨虇憌忳卹⾀㞾▵⾁㎟␮懣厃榟宼 䠓㻊⑤捞䡽㮨Ҹ 憩懝ⴛ㎟䶰✽䠓䡽㮨虇㢒♰╾›ⴞ⎸㢏慠⢷欨㾾 㔷⎉䠓⇴うⅬ根宗␒䠓Ⅼ幊㐧㏲Ҹ 封⪩Ⱑ汣㔷ひ㻊⑤㽄噚梊嬥ひ◙ҷ㏅⪥ひ◙ҷ。 棱ひ◙╙⢿旄ひ◙╙㼗幊冔㻊⑤虇⁴㕟汧䥴▜〵Ҹ䛀 梊憩欨㾾ҷmcgarrybowen欨㾾╙PHD欨㾾⌀▛䳥 ␒虇封㔷ひ㻊⑤戏屚⎿㢻⢿▜⁉◷㥞巹␸柲虇⁴ⷤ䫉 ⇴う䠓䚮㻊㝈ゞҸ 㠉⮐㿾懫㝦ᾚ㜇䩋ひ◙⋻▇Mirum㝦ᾚ䠓Heath Wallace䉉ⴞ⎸欨㾾朚䠋ManulifeMove䠓㍘䚷䮚ゞҸ 封㻊⑤捞憌忳㔷ひ㻊⑤㝋2015〃㔷⎉虇⁙〃㸉 ⴩⌜成懁ᾏ㳴虇㝋‛㢗ⴲ⾒ⶖ封宗␒ゅ⃇厂Apple WatchҸ 柳―Fitbit╙Misfit㠉劌懚⑤㏚⿅⪥虇㜿䠓㍘䚷䮚 ゞ䖍㟑⌋ⵈiOS䠓Health app╙Apple Watch虇䉉ⵈ ㏅㕟K㢃⌆◇イ␪䠓㜿⊹㉯Ҹ 封Ⅼ根⋻▇‵ら峿䐈⎴䠓姛⸀彾ㄠҷ庋䏸彾佩㎥ 儝橮彾佩虇▛㟑朚䠋MOVE Spotify概㮑㘼㛍㾔✽ℕ 䍮憯◇イ䠓懚⑤䘿⨒虇䉉ManulifeMOVE㹷⋴㜿㶲 ㇾҸ 仟㤫虇厖ManulifeMOVE㔷⎉⏜ᾏ〃䢇㵣虇封㔷 ひ㻊⑤㾀╦ⓒ䬶ᾥ⁲䠓㳰慝處74%䠓ⓒ䬶ᾥ⁲尜峧封 㔷ひ㻊⑤虇76%䠓⁉尜䉉MOVE㬑ㆄㄗ㢘◇イ␪Ҹ MAY 2 017 MARK E TING HON G KON G 37

BEST OF SHOW – AGENCY 㢏ℂ姷䖍⪶䓝ʠʠ⁲䖕

PHD ᣍᵁᑋ 500 ᑑᒳᏕᲵᭆ⇚፛᠖᪳ᶠ ᫵Ổዷ ⩺嬚峘ᾚ虇庞ㄦ 2017〃 MARKiesⴲ≂榔䡽⪶䓝䠓!

PHD Hong Kong was named Best of Show – Agency in front of a crowd of more than 500 marketing and events professionals at the MARKies Awards 2017.

PHD Hong Kong made it comfortably over the line with nine gold awards, four silver award and also five bronze awards.

The wins were for several campaigns, but it was the ManulifeMOVE campaign that wowed the judges the most in the areas of apps, mobile, digital and gaming.

Manulife’s ManulifeMOVE campaign won PHD Hong Kong gold in Best Idea – Apps; Best Use of Gaming; Best Use of Mobile; Best Use of Digital; Best Idea – Digital; and Best Idea – Mobile and more. The campaign leveraged a fitness tracker which monitors customers physical activity and which also helps them earn discounts on their insurance premiums.

Other awarded campaigns included FWD Life Insurance, Ferrero’s Tic Tac and Standard Chartered. To stand out among the competitive insurance industry, PHD Hong Kong helped FWD kick-off a large-scale brand ad campaign “Live for now” last year in the hope of challenging 38 M A R K ET I N G H O N G K O N G MAY 201 7

clichés in the insurance industry and positioning itself as an insurer that empowers people to live life to the fullest. While waiting in line is a way of life in Hong Kong, FWD wanted to disrupt this culture and take care of customers’ unknown future by eliminating unnecessary waiting so people can move forward with bigger goals and dreams in life.

It did this with tailored messages in relevant situations at specific locations such as harbour tunnels, MTR platforms and bus shelters; and starting a dialogue with its target audience to bring the brand belief to life which was in line with FWD’s brand character of being a gamechanger in the industry.

The media buy spanned out-of-home advertising in MTR and outdoor billboards, which was followed by a new TVC, bus-stop shelter advertisements, and accompanied with a set of ATL and digital communications.

As a result, according to YouGov BrandIndex’s buzz score, FWD generated positive brand buzz resulting in ranking at No.4 in the Hong Kong insurance industry’s brand buzz index in 2016.

Ӂ㢏ℂ姷䖍⪶䓝ʠʠ⁲䖕ӂ䠓㴙㬽Ҹ PHD欨㾾䜅㟩⌀䔁ㄦῬ捠ҷ⡪搏ҷ‣搔虇悤沕 㗧ᾚ㧑⌯Ҹ ⢷⌅媌⃫䠓⪩榔㔷ひ㻊⑤庞ㄦ⪩↚䓝榔虇⌅ᾼ ManulifeMOVE㔷ひ㻊⑤⢷㍘䚷䮚ゞҷ㻐⑤䍮摆ҷ 㜇䩋䍮摆╙懙㏁䳘仓⎴㢏⁳寤⵸⢧⎽䡽䢇䢚Ҹ ⴞ⎸䠓 ManulifeMOVE㔷ひ㻊⑤懚䚷㠉劌懚⑤ ㏚⿅宧撓䚷㏅䠓㻊⑤捞虇᾵崢㢒♰坘㳳庞╥Ⅼ幊㐧 ㏲虇䉉 PHD欨㾾⢷㢏ℂ␄㊞ʠʠ㍘䚷䮚ゞҷ㢏ℂ懙 ㏁㍘䚷ҷ㢏ℂ㻐⑤㐏姢㍘䚷ҷ㢏ℂ㜇䩋㍘䚷ҷ㢏ℂ ␄㊞ʠ ʠ㜇䩋䍮摆╙㢏ℂ␄㊞ʠ ʠ伫▗䍮摆䳘仓 ⎴庞ㄦ捠䓝Ҹ ⌅⁥䔁䓝䠓㔷ひ㻊⑤⒔㑻ⵛ姪⁉⪌Ⅼ 根ҷFerrero䠓Tic Tac╙㾲㏢搏姛Ҹ 䉉―⢷䲅䎼䅏䉗䠓Ⅼ根㫼ᾼ䰐⢜军⎉虇PHD欨 㾾╊〃⿺␸ⵛ姪Ⅼ根ⷤ朚ᾏ㲰⪶⤚♐䏛ひ◙㻊⑤虇 ⾛㢪劌⪯ᾏ㛈Ⅼ根㫼䠓⏊㤎ヱ巰虇ⶖ♐䏛⴩⃜䉉ᾏ ⵅ⁳⪶䣍䚮㻊㢃ⵛ彂䠓Ⅼ根⋻▇Ҹ 㔡栙㞾欨㾾䠓ᾏ䮽䚮㻊兡㋲虇ⵛ姪Ⅼ根⾛㢪憩 懝㼗柳ᾜㅔ嬐䠓䳘ㄔℕ㏢䧃憨䮽㜖⒥虇杫槶ⴱ㏅ 㢹䥴䠓㢹ℕ虇崢⪶䣍成㳴■⏜虇⵵䖍㢃⪩⁉䚮䡽㮨 ╙⪱㊂Ҹ ⢷㼆〤栶懢ҷ㾾旄㢗╿╙⾃⩺䱨䳘䐈⴩⢿灭ⷤ 䫉⴩⏅宙ㇾ虇ㄭ军厖⌅䡽㮨╦䣍ⷤ朚⶜尀虇⁴拜▗ ⵛ姪Ⅼ根♐䏛ヱ巰䠓㒠㎿冔↚ㆶ虇ⶖ♐䏛䖕ㆄ㻊 䖍⢷㝴⿇䚮㻊ῚᾼҸ ひ◙㯺彷㾾旄䱨╙㏅⪥ひ◙䏛䠓㏅⪥ひ◙虇᾵ 拜▗㜿䠓梊嬥ひ◙ҷ⾃⩺䱨ひ◙ҷ⁴╙ᾏ亊⎦佩ᾙ ╙㜇䩋ひ◙Ҹ 㙩YouGov BrandIndex䠓䥴▜〵寤⎕槾䫉虇ⵛ 姪Ⅼ根䔁ㄦ㳲棱䠓♐䏛刁崌虇⃜⎦ 2016〃欨㾾Ⅼ 根㫼♐䏛䥴▜〵㔡▜㬫䠓䲻⡪⃜Ҹ

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THE NEW NORMAL 零售轉型之道 With the challenges of the past year behind them, retailers in Hong Kong are setting themselves up for new opportunities to connect with and grow value for their consumers. Angel Tang reports from Retail Marketing 2017.

There’s plenty of talk about the retail industry dying, with flagship stores from brands such as Forever 21 and Abercrombie & Fitch closing down, widely reported slumps in customer spending, as well as emerging technology that is seemingly uprooting the retail industry as we know it.

At Marketing’s Retail Marketing 2017 conference in Hong Kong, James Assersohn, director of retail for Asia Pacific at JLL, admitted the city had been experiencing a difficult time in the past 21 months because of a decline in tourism and economic uncertainty.

“This tourism-dependent city is heavily impacted by dropping numbers of overnight Mainland visitors, which has led to a 15% to 30% decrease in tourist spending,” he explained.

Date: 26 April 2017

Forever 21╙Abercrombie & Fitch䳘♐䏛䠓㝦叵 〦标倛杫朘ҷ㼗幊冔䠓㼗幊劌␪ᾚ柜ҷ⌜␯ᾙ㜿䭠㐏 䉉梅⚽⾑⧃⿅ℕ䠓㛈崙虇ᾜ䬐⁳扷⎕惎履⁴䉉欨㾾 䠓梅⚽㫼䆤㴊Ҹ ⢷ҿMarketingӀῊ愵䠓Ӂ梅⚽䍮摆⪶㢒 2017ӂ ᾙ虇₁捞凾姛‭⪹Ⓩ梅⚽俌䡲James Assersohn䢃 宏虇䛀㝋㝔懙㫼姿憏╙伢䅮ᾜ䯸⴩虇欨㾾慠32↚㢗⁴ ℕᾏ䢃埤㝋⡿桲㟑㢮Ҹ ⁥孲捚處Ӂ欨㾾㢻ℕ⾁㞾↚ℬ広㝔懙㫼䠓⥝⾑虇 ╦⋶⢿懝⪫㝔ⴱ⁉㜇ᾚ彛䠓㄀榎虇㝔懙㼗幊㾪ⶠ― 15虀厂30虀Ҹӂ SUGAR㏚㯮♐䏛俌䡲Elaine Tai‵嬚⋶⢿懙ⴱ 㼗幊ᾚ䁠Ҹ⬈尜䉉虇㝔ⴱ㼗幊㾪ⶠ虇㢏仑ⶖ㎟䉉㜿⿇ ㋚Ҹ ⬈尹處Ӂ⋶⢿懙ⴱ䖍㟑㢃✫㳰╊㤀ⓦ‭⁴⪥虇ℚ ⬑㳟㻁䳘㼆⪥⢿Ⓩ㝔姛虇军ᾣ⁥↠ᾜ㢒⌜⡭ℕҸӂ ㋤寸⢚株‭⪹Ⓩ梅⚽俌䡲Cynthia Zhong尜䉉虇 欨㾾梅⚽⾑⧃ᾜ劌⣟⁴ㄔ㜒Ҹ梅⚽㫼摆⚽槜ᾚ彛㞾 ᾏ↚峵埮虇♐䏛╙ₐ㫼ᾜ劌⌜娺⑤⢿䳘懙ⴱℕ欨㾾 㝔懙╙㼗幊虇军㍘㛈懁䖍㢘䠓䚱♐ҷ䍮憯㜿䠓庋䏸 䘿⨒虇◇イ㼗幊冔ҸӁ⢷⛕〦㛍僽坬姢♐虇㎥厖⛕⧃ ▗⃫㔷⎉柟㟑〦虇㎥㢘␸␄憯毩✫⋒亯Ҹӂ ⁴Pret A Manger䉉ℚ虇⌅⁙〃⢷欨㾾㔷⎉ӁNot Just For Veggiesӂ㔷ひ㻊⑤虇仟㤫╥ㄦ䧃亏撓䠓摆 ⚽槜虇⌅㜿䚱♐㾀╦⃪㛨䫍Ⓩ䠓㳰慝Ҹ Pret A Manger‭㻁Ⓩ⛕⑨俌䡲㣝呴坜㒖虇䚱♐ ╙伢䍮㮰ゞ⋸㝈棱䠓␄㜿㞾㔷⑤⨭朆䠓捜嬐⡯亯Ҹ 㣝呴坜岑處Ӂ㎠↠㞾欥↚虃⢷檁橮㫼虄㕟↰伯吁 㬑ㆄ虇᾵嬐㕟ⓖ刘橮冔⶜亯橮厗弲䠓♐䏛Ҹ!ӂ Ӂ㎠↠‵㢘⁣亿嗌⵵㭚ㆬ☛㬑ㆄ處ㄭ䚱♐⏇宼 宗⁴厂䍮檙幖㜨虇㵞ᾏ↚亿䵏抌⶜䶰⒥㼗幊懝䮚弆 捜嬐䠓⃫䚷Ҹӂ

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Also witnessing a slump in Mainland tourist spending, Elaine Tai, brand director of SUGAR phone, believes the drop in tourist spending will eventually become the new normal.

“The Mainland tourists now prefer to go overseas to places beyond Southeast Asia, for example, Europe, and they aren’t coming back,” she said.

It means the city can’t rest on its laurels, according to Cynthia Zhong, retail director for Asia Pacific at Moiselle International.

The drop in retail sales serves as a reminder that brands and companies can no longer wait for tourists to come and spend in Hong Kong, but have to innovate their products and create new environments to excite customers.

“Installing art in stores or collaborating with malls to launch pop-up stores may all help to create elements of surprise,” Zhong says.

In the case of Pret A Manger, for example, the brand’s “Not Just For Veggies” marketing campaign in Hong Kong this year has resulted in “record sales” and a high level of interest from the Buddhist community.

Yumi Li, commercial director for Asia at Pret A Manger, credited innovations in both its product and format for driving the increase.

“We are the first ones [in the F&B industry] to initiate green ideas with the concept of making veggies appeal to meat eaters,” Li said.

“Apart from the concept, we have handled the execution carefully. From product ticket design to dietary information, every detail plays an important role in streamlining the buyer’s journey.”

In another case, Pandora revised its visual strategy with new branding.

The company’s revenue totalled 2.7 billion Euros last year, a 21% increase from 2015. But Pandora’s brand marketing director in Hong Kong, Fion Tin, said it still needed to deliver a stronger message that would resonate with current customers.

“The customers are changing their feminine ethics and codes, and we need a new message that is punchy, contemporary and more than just a line – it can become a platform to spark engagement and activation,” she said.

Dubbed “DO”, the new campaign is now releasing ads with different variations of the 42 M A R K ET I N G H O N G K O NG MAY 201 7

“DO”, for example, “DO bold”, to inspire women with positive values and link values to product points. Tin said it has also invested in pop-ups to spark engagement with customers.

Mary English, general manager for ICLP, reminded brands to capture transactional data through operational systems, and move to a more emotional, socially driven loyalty programme in the brave new world of retail.

“The key components of a loyalty programme include proposition, single customer view, economic model and contact strategy. Understanding the customer’s shopping behaviour, how often and during what time periods, can provide valuable insights to trigger additional visits and increased spend.

Make sure the proposition is in line to trigger and surprise the customers, so you can engage and move them from a ‘passionate’ casual relationship to commitment for life-time customer value.”

And not to mention that loyalty has a knockon effect, and word-of-mouth is now far more important than ever before - it has evolved.

“Personal communications with customers are expanding from a one-to-one relationship to a one to many. Brands need to recognise consumers are interacting with their social community sharing and receiving input (ratings, reviews), so relevant communication and interaction based on the customer choice of channel is important,” she explained.

Embracing change Seeing how the retail landscape has already transformed, and will continue to change going forward, SUGAR’s Tai says the only thing marketers can do is to “embrace changes in all ways”.

However, it would be unwise to jump into a complete brand overhaul without due consideration of the latest trends in consumer behaviour, and a firm look at how the brand is positioned, warned Jeffrey Hau, Prizm Digital’s co-founder and director.

One of the latest trends he identified is the increasing complexity of the customer journey as we head from one-way retailing to omnichannel retailing.

╵ᾏ↚ℚⳟ㞾 PandoraҸ⌅㔷⎉―㜿䠓♐䏛㮨 尛虇⁴⿅ℕ⋷㜿䠓嬥孉㛗㤫Ҹ ‚⵵ᾙ虇Pandora╊〃㏏ㄦ䠓䡗⎸⌀27⊓㳟⋒虇 悒 2015〃⨭朆―21%Ҹ⢷⨭朆Ὶᾚ虇Pandora欨㾾 ♐䏛䍮摆俌䡲Fion Tin姷䫉♐䏛⁜㢘梏嬐ら䱚弆㢃 テ⪶ҷ᾵劌イ弆䖍㢘ⴱ㏅⌀溃䠓宙ㇾҸ ⬈尹處Ӂ槶ⴱ⶜㝋⬂ㆶ䠓懢ㅆ╙姛䉉嬞䵓孏ㆄ㳲 ⢷㛈崙虇㎠↠梏嬐ᾏ↚テ军㢘␪ҷ㢃劌䰐䧃㧕㧕䠓㜿 䯝宙ㇾ虇懁军⿅♐䏛㎟䉉ᾏ↚炢⒄╒厖╙″㻐䠓。 ╿Ҹӂ ⋷㜿䠓㔷ひ㻊⑤▜䉉ӁDOӂ虇䖍㟑㳲㔷⎉ᾜ▛ 䏗㢻䠓ӁDOӂひ◙虇ℚ⬑ӁDO boldӂ⁴㳲棱䠓⊈⇋ 孏⛮䠋⬂ㆶ虇᾵ⶖ憨‪⊈⇋孏凾俺厂䚱♐Ҹ⬈姷䫉虇 ⁥↠‵㢒㔷⎉柟㟑㔷ひ虇⁴㕟ⓖ厖ⴱ㏅䠓㔴宇Ҹ ICLP欨㾾俌伢䖕Mary English㕟挡♐䏛虇嬐憩 懝䍮懚亊伀㓤㓘″㞢㜇㙩虇᾵⑖㝋⢷⼓㜿䠓梅⚽ᾥ 䛛㔷⎉㏢⑤⎿㼗幊冔䠓ㅯ尯〵宗␒Ҹ Ӂㅯ尯〵宗␒䠓杫攄⋒亯⒔㑻♐䏛⴩⃜ҷ✽ᾏ槶 ⴱ幖㜨ҷ㼗幊㮰ゞ☛凾俺䳥䛴Ҹ憞懝―孲槶ⴱ䠓庋䏸 兡㋲虇ℚ⬑⁥↠⪩῔庋䏸ᾏ㲰ҷ⪩㜇⢷䚩灋㟑↨庋 䏸ҷ╙⌅㏏呀㟑朢䳘䳘虇抌劌㕟K㢘⊈⇋䠓幖㜨虇⁴ ⏉䅏槜⪥䠓庋䏸㲰㜇☛⨭␯⌅㼗幊␪Ҹ䩉Ⅼ♐䏛⴩ ⃜‵劌◇イ▛㟑崢㼗幊冔㊮⎿毩✫虇ⶖ⁥↠䛀⿅㢘 ⬌㊮䠓㟽憩杫⅑崙㎟朆懯杫⅑虇崢♐䏛ㄦ⎿仑怺ⴱ ㏅⊈⇋Ҹӂ 㹐ᾣ虇ㅯ尯〵⌆㢘憲攥㛗㍘虖♐䏛䠓叾⬌╲䨠崙 ㄦ㢃␯捜嬐Ҹ ⬈倛尹處Ӂ♐䏛厖㼗幊冔䠓䀬憩虇⾁䛀ᾏ⶜ᾏ㚃 ⪶厂ᾏ⶜⪩䠓杫⅑Ҹ♐䏛嬐㊞峧⎿䖍⢷䠓㼗幊冔厖 ⌅䫍″⢗ⳟ‡⑤㟑虇㢒ᾜ㝆⎕›☛㔴㛅寤履䳘幖㜨虇 ㏏⁴虇⦉㝋㼗幊冔㏏戇㙖䠓㾯懢䠓䀬憩☛‡⑤㝈ゞ 棭⿇捜嬐Ҹӂ 慝㔴惘崙 䣋 嬚 梅 ⚽ 䘿 ⨒ ⾁ ⎉ 䖍ҷ⁴ ╙ 㢹 ℕ 個 倛 䠋 䚮 䠓 惘 崙虇SUGAR䠓Tai姷䫉虇⾑⧃㔷ひ⁉♰⚾ᾏ╾⇩䠓ⷀ 㞾Ӂ⁴▓䮽㝈ゞℕ㔴╦惘崙ӂҸ 䋅军虇Prizm Digital凾▗␄愵⁉⌋俌䡲ℾ㟘䌨 㕟挡虇♐䏛ᾜᾏ⴩嬐幎䋅⋷棱㛈憯♐䏛Ҹ╜军虇♐䏛

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“Not only are there endless ways to alter the purchase chain and disrupt customers’ buying journey, but they are also asking for a customised, personalised path,” he said.

“You have to identify all the right channels if you want to let customers experience the brand in a unified way.”

He suggested companies leverage and keep track of all the data footprints they can now access when they formulate new strategies.

“You can already collect so much information. For example, how much time is the consumer spending on certain websites, or their profiles and interests, through live chat alone,” he said.

“With this data, it is possible to adjust the current marketing plan or reallocate online and offline budgets.”

Another trend he identified was the rise of e-commerce, which has forced retailers to adapt to the changes demanded by consumers.

While brick and mortar stores often position online stores as their competitors, SUGAR’s Tai drew reference from Amazon, which has been dabbling in physical retail since 2015, to prove that retail stores and online technologies actually complement each other.

Prizm’s Hau further cited nike.com in China as an example to show how online stores can solve inventory problems in physical stores.

“While limited space for storage or product displays make it difficult to keep all the stock keeping unit in retail stores, companies can make use of the two channels, and display niche products or those on clearance sale online, so you need not to have the same stock in every store,” he said.

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“Or, brands can show customers’ online reviews in physical stores to bring online word of mouth into the physical world. Hotels.com, for example, lets visitors know how many people are reading the exact same page. When you see a crowded restaurant, you tend to be more interested in it, but that trick also works the other way around.”

Ztore’s chief operation officer Jack Leung suggested that “online stores can also fill the information gap at the store level”.

“For example, my wife’s favourite store would cleverly teach its customers how to tie a silk tie online.”

The key is to consolidate online and offline retailing, as well as redefine their respective roles.

For physical stores, it is all about the experience, Carson McKelvey, managing partner of Tofugear, told the audience.

“People shop at different stores in different ways even though the context is all the same,” he said.

“The purchasing decision is heavily based on the experience, so even if you can’t send customers to Thailand for a great vacation, maybe you can rethink ways or employ new technologies to create sizzling experiences at your offline stores.”

Tofugear, for example, uses smartphones as a digital identifier to let front-end staff draw insights from their AI’s predictive analysis, and find out which products their customers are interested in before they even enter the shop.

“Marketers can start brainstorming by identifying in-store disappointments, then identify suitable touch-points to tackle the problem,” he explained, adding it’s important to establish criteria for success before the team

㍘⋗◷⋷冒㋽㼗幊冔姛䉉䠓㢏㜿強⑱虇᾵⶜♐䏛䠓 ⴩⃜懁姛㾀⋴―孲Ҹ ⁥㒖⎉虇⌅ᾼᾏ↚㢏㜿強⑱㞾⾑⧃㳲ㄭ✽■梅 ⚽崙㎟⋷㝈⃜梅⚽虇槶ⴱ䠓㝔䮚崙ㄦ㊗ℕ㊗媖桫Ҹ ⁥尹處Ӂ䖍㟑ᾜ⃕㢘䊰㜇㝈ゞ㛈崙庋䏸敗☛㼗幊 冔䠓庋幆姛䉉虇⁥↠΅嬐㷑ᾏ↚⴩⏅䠓↚⁉⒥憣ㄠҸӂ Ӂ⬑㤫㊂崢槶ⴱㄦ⎿ᾏ厃䠓♐䏛汣毦虇ㅔ榗㐍 ⎉㏏㢘㳲䩉䠓㾯懢Ҹӂ ℾ㟘䌨ら峿虇ₐ㫼⏅⴩㜿䳥䛴㟑虇㍘✓䚷᾵憌 忳╾䔁╥䠓㏏㢘㜇㙩彂彰ҸӁₐ㫼䖍㟑╾㛅桕⎿䢇 䜅⪩䠓宙ㇾ虇ℚ⬑㼗幊冔⢷㥟‪佁䱨ᾙ呀―⪩ⶠ㟑 朢虇㎥冔✽ 棯佁ᾙ凙⪸―孲⁥↠䠓↚⁉ 幖㜨╙厗 弲Ҹӂ Ӂ憩懝憨‪㜇㙩虇⃯╾⁴屎㜃䜅⏜䠓⾑⧃㔷ひ 宗␒虇㎥捜㜿⎕拜佩ᾙ╙佩ᾚ䠓榟䴦Ҹӂ ⁥㒖⎉虇╵ᾏ↚強⑱㞾梊ⳟ⛕⑨䠓厗弆Ҹ憨慺ℎ 梅⚽⛕慝▗㼗幊冔䠓梏㷑虇⃫⎉惘崙Ҹ 桥䋅 ⵵汣 〦伢⿇嬥 佁ᾙ⛕〦䉉䲅䎼⶜㏚虇⃕ SUGAR䠓Tai⁴卹2015〃弆朚⭚伢䍮⵵汣梅⚽㫼⑨ 䠓‭欻懫䉉ℚ虇峘㞝梅⚽⛕〦厖佁ᾙ㐏姢⵵株ᾙ㞾 䢇患䢇㎟䠓Ҹ ℾ㟘䌨‵懁ᾏ㳴イ䚷nike.com⢷ᾼ⢚䠓㫼⑨虇 ⁴槾䫉佁ᾙ⛕〦╾孲㸉⵵汣〦䠓〺⳧⛞槛Ҹ ⁥尹處Ӂ䛀㝋⋁⳧㎥䚱♐ⷤ䫉䰉朢㢘柟虇梅⚽⛕ 〦桲⁴Ⅼ䛨㏏㢘⳧帷虖ₐ㫼╾⁴桨恛᾵姛虇᾵⢷佁ᾙ ⷤ䫉⶞䣍㎥㾔帷⅒摆䚱♐虇憨㮲ⅎ䊰梏⢷㵞ⵅ⛕〦 ⳧㛍䢇▛䠓帷♐Ҹӂ Ӂ♐䏛‵╾⁴⢷⵵汣〦槾䫉佁ᾙ槶ⴱ寤⊈虇ⶖ佁 ᾙ╲䨠⿅⎿䖍⵵ᾥ䛛虇ℚ⬑hotels.com崢容ⴱ䥴懢 㢘⪩ⶠ⁉㳲䆞孌䢇▛䠓榐棱Ҹ䜅⃯䢚⎿ᾏⵅ檟も⁉ 榼㿶㿶虇憩⿇㢒⶜ⴒ㢃㊮厗弲虇憨↚₝↕΅╾㍘䚷⎿ 佁ᾙ䠓ヱ摆䳥䛴Ҹӂ Ztore䍮懚俌婐㨐ⳟ䖵姷䫉虇佁ᾙ⛕〦‵╾⧺婫 ⛕〦ⷳ棱䠓幖宙⽽彬ҸӁℚ⬑㎠⪹⪹㢏✫㳰䠓⛕〦㢒 ⢷佁ᾙ㛨㡘槶ⴱ⬑⃤㏢企幹榧⿅Ҹӂ 杫攄⢷㝋嬐仟▗⢷佩厖桱佩梅⚽虇᾵捜㜿⴩儸 ⋸冔▓卹䠓孡吁Ҹ Tofugear⦆姛▗⪴⁉Carson McKelvey■厖㢒 冔姷䫉虇⵵汣〦䠓ᾏ⎖⢷㝋汣毦Ҹ

MAY 2 017 MARK E TING HON G KON G 43

⁥尹處Ӂ⊧䴰⵵汣〦㉔㟾⽽ᾜ⪩虇⃕⁉↠⁜㢒⁴ ᾜ▛䠓㝈ゞ⢷ᾜ▛〦ᾼ庋䏸Ҹӂ Ӂ庋幆㸉⴩ㄗ⪶䮚〵ᾙら⦉㝋汣毦Ҹ⃯㢹ㅔ嬐 ⶖ槶ⴱ憐⎿㹿⢚虇䉉⁥䀥∨ᾏ↚儝⬌䠓⇖㢮虇⃯⃕╾ ⁴㭚ㆬ㜿䠓㝈㹤虇㎥㔰䚷㜿㐏姢虇⢷⛕〦ᾼ␄憯⁳⁉ 厗⫽䠓汣毦Ҹӂ ℚ⬑虇Tofugearℎ䚷㠉劌㏚㯮⃫䉉㜇䩋㮨䷳虇崢 ⏜佩♰⽴劌⪯憞懝⁉⽴㠉劌榟㾻⎕㤟虇⢷槶ⴱ懁⋴ ⛕〦⏜―孲⁥↠㊮厗弲䠓䚱♐Ҹ ⁥孲捚處Ӂ⾑⧃㔷ひ⁉♰╾憩懝峧⎴槶ⴱ⢷〦⋶ 㢹劌䂎彂䠓梏㷑ℕ朚⭚懁姛㭚ㆬ虇䋅ㄛ㐍⎉▗懸䠓 㔴宇灭ℕ孲㸉⛞槛Ҹӂ⁥婫⋔虇⢧栙ㅔ榗⢷朚⭚宗␒ ♐䏛䠋ⷤ㝈■⏜虇䩉䱚㎟␮䠓㒖㮨Ҹ ⋺懣憩㔶到㢘柟⋻▇䍮㫼╙⾑⑨俌䡲㣝䔘⋡‵ 䢚⎿⢷欨㾾⵵汣〦イ⋴䮊⑤㐏姢䠓㯮懖虇ⶳ⌅㞾㏚ 㯮⁧㳍㝈棱Ҹ ⬈孲捚尹處Ӂ⪩〃ℕ虇㎠↠ᾏ䢃㔷ひ⋺懣憩⓰⢷ 梅⚽㝈棱䠓㍘䚷虇䖍㟑梅⚽㍘䚷⾁㳲ゞ弔弙―″憩 ㍘䚷Ҹӂ Ӂ梊ⳟ㚾⁧䖍㟑㞾㎠↠㐤⋴⪶捞幖䀟䠋ⷤ䠓㜿 榧⥮虇㎠↠㢘懯⪶䠓䡽㮨虇ⷀ㞾䉉欨㾾朚䠋ᾏ↚䮊⑤ 撱⒔。╿Ҹӂ

can start planning where the brand is going.

Rita Li, sales and marketing director for Octopus Cards, also sees opportunities in introducing mobile technology to physical stores in Hong Kong – in this case, mobile payment specifically.

“Over the years, we have encouraged retail usage of Octopus Cards, and retail usage has officially surpassed transit use,” she explained.

“E-payment is a new area where we are investing a lot of our resources, and we’re aiming high – developing a mobile wallet platform for Hong Kong.”

Strategies for online and offline: is there a difference?

As for online stores, Ztore’s Leung said the e-tailer’s strategies were practically no different from those you might employ when establishing a physical store.

“While we would classify regular stores into different categories, online stores are just as complicated. Not only should we formulate different strategies for different online store types, but we should stop making wrong assumptions about consumers as well.”

One of which is to assume online shoppers use credit cards frequently, he pointed out.

“By offering cash on delivery (COD), Ztore has experienced very promising figures: the time to activate a customer has been shortened by 43%. Twenty two per cent of our customers will choose COD as their payment method, and 70% of first purchase customers will choose COD.” 44 M AR K ET I N G H O N G K O N G MAY 201 7

Adding the word “menu” on its menu button on the home page has also driven a 14% increase in traffi c to category pages, as well as a 9% surge in revenue.

“Don’t make too many assumptions,” he advised. “Details make the difference.”

Zalora Group’s head of brand acquisition, Giovanni Maria Musillo, reminded companies to localise their online stores in every market.

“From platforms, interfaces, languages to payment providers, everything has to be tailor-made so buying online is convenient for customers,” he said.

Benoit Lavaud, global head of digital for Bluebell, added that companies have to integrate the online and offl ine teams, and align them with the same ambitions and vocabularies.

“Very often the two teams seem to be competing against each other, but they should not be,” he said.

“Should sales benefi t from online sales?

This is a key confl ict to be solved. Executives should talk to the marketing and technology people and make sure they have the same KPIs.” He said executives should also bear in mind that new changes are less about disrupting the current retailing model, and more about reducing friction.

“From sales to operations to enhancing the customer relationship management programme, it’s about how to be a bit more with them everyday,” he said.

⢷佩厖桱佩䳥䛴虇䜅ᾼ㞾▵㢘Ⓩ⎴虚 ⶜㝋佁ᾙ⛕〦虇Ztore䠓㨐ⳟ䖵姷䫉虇梊ⳟ梅⚽⛕㏏ 㔰╥䠓䳥䛴虇厖ら䱚⵵汣⛕〦㟑㏏㔰䚷䠓虇⦉㢻ᾙ㸡 㢘⎕⎴Ҹ Ӂ㎠↠㢒ⶖ㟽憩⛕〦⎕䉉ᾜ▛䠓槭⎴虇佁ᾙ⛕ 〦‵▛㮲媖桫Ҹ㎠↠ᾜ≔嬐䉉ᾜ▛槭⤚䠓佁ᾙ⛕ 〦⏅⴩ᾜ▛䠓䳥䛴虇‵嬐⇫㳱⶜㼗幊冔⃫⎉撾尳䠓 ⇖宼Ҹӂ ⁥㒖⎉虇⌅ᾼῚᾏ㞾⇖宼佁ᾙ㼗幊冔伢⿇ℎ䚷 ⅰ䚷⓰Ҹ Ӂ憩懝㕟K帷⎿⁧㳍虃COD虄㢜⑨虇Ztore撓ㄦ䢇 䜅╾孏䠓㜇⳦處槶ⴱ庋䏸䠓㟑朢侽䥼―43虀虇22虀䠓 槶ⴱ㢒戇㙖COD⁧㳍㝈ゞ虇70虀䠓欥㲰槶ⴱⶖ戇㙖 CODҸӂ ⢷⌅佁䱨Ὴ榐啫✽㒘掤ᾙ㾊␯Ӂ啫✽ӂᾏ寭虇‵ 㢘␸⏉䅏⎕槭榐棱䠓㻐捞⨭␯―14虀虇㛅⋴ㄦ⎿9虀 ⨭朆Ҹ ⁥ら峿處Ӂᾜ嬐⇩⪹⪩䠓⇖宼虇亿䵏ㄗ捜嬐Ҹӂ Zalora桕⢧♐䏛㔰庋帯帻⁉Giovanni Maria Musillo 㕟挡ₐ㫼虇嬐⢷㵞↚⾑⧃ら䱚㢻⢿⒥䠓佁 ᾙ⛕〦Ҹ ⁥尹處Ӂㄭ。╿ҷ䛛棱ҷ尭宏⎿⁧㳍㝈ゞ虇ᾏ⎖抌 ㅔ榗〵怺宑憯虇ℎ槶ⴱ⢷佁ᾙ庋䏸崙ㄦ㝈ⅎҸӂ Bluebell⋷䖒㜇䩋Ὴ䴰Benoit Lavaud婫⋔虇ₐ 㫼ㅔ榗㜃▗⢷佩厖桱佩⢧栙虇ℎ⋸↚⢧栙㙐㢘ᾏ厃 䠓䡽㮨厖尭宏Ҹ ⁥尹處Ӂ⋸㚾⢧栙伢⿇䢚⃋⢷‡䢇䲅䎼虇⃕⁥↠ ᾜ㍘㞾憨㮲Ҹӂ Ӂ摆⚽⁉♰劌▵╦㉯㝋佁ᾙ摆⚽虚憨㞾ᾏ↚梏 嬐孲㸉䠓Ὴ嬐䥪䢍Ҹ汧亩䴰䖕ⷳ㍘厖⾑⧃㔷ひ╙㐏姢 ⁉♰″㻐虇᾵䩉Ⅼ⁥↠宼⴩䢇▛䠓杫攄俍㛗㒖㮨Ҹӂ ⁥姷䫉虇汧亩䴰䖕ⷳ‵㍘余宧虇㜿崙⒥䠓捜灭ᾜ ⢷㝋㏢䧃䡽⏜䠓梅⚽㮰ゞ虇军㞾⢷㝋㾪ⶠ栫䪨Ҹ ⁥尹處Ӂㄭ摆⚽⎿䍮懚ҷ⁴厂␯テⴱ㏅杫⅑䴰 䖕宗␒虇杫攄 ⢷ 㝋⬑⃤懁ᾏ㳴虇厖 㼗幊冔㢃 ␯㔴 慠Ҹӂ

WWW. MARK E TING—IN TE RAC TI VE . C OM

結語

LAST WORD

46 M AR K ET I N G H O N G K O N G MAY 201 7

WWW. MARK E TING—IN TE RAC TI VE . C OM

結語

LAST WORD

In many quarters these days, both inside of China and out, listed Chinese companies continue to be viewed as opaque organisations hiding financial weaknesses and corrupt practices.

Muddy Waters, in a report issued four months ago, alleged that China’s biggest operator of dairy farms, China Huishan Dairy Holdings, had inflated expenditures on its dairy farms by as much as 1.6 billion yuan.

In response, the South China Morning Post recently reported that local government officials called in company representatives to meet with scores of lenders, including Bank of China.

The company’s shares also plunged as much as 90%, wiping out US$4 billion of market value.

Short sellers, such as Muddy Waters, take advantage of negative perceptions to issue research reports detailing accounting fraud at publicly traded Chinese companies, then buy the company’s shares at a discount.

William Pesek, writing about Huishan Dairy in Barron’s, observed: “As more and more investors question opaque companies that look too good to be true, the China Inc brand will take bigger hits.”

David Shambaugh, a China expert at George Washington University, told The Economist that China spends US$10 billion a year to build its “soft power,” while the US spent less than US$670 million on its “public diplomacy” in 2014.

While everyone around the world is familiar with the “Made In China” label on a variety of consumer goods, Chinese supply chains remain synonymous with shoddy products, such as electronic goods that don’t work, milk laced with melamine, and rotten meat.

What must China do to build its brand in the 21st century?

• Move up the manufacturing value chain and improve the quality of its products. The “Made in China 2025” initiative addresses some of these issues.

• Improve the quality of its manufacturing and food processing supply chains.

• Demonstrate leadership in environmental initiatives domestically and globally, and develop green technologies.

• Build transparency and a rules-based culture into Chinese companies in all industries. In Interbrand’s list of the top 100 global brands published last year, only two were Chinese: Huawei, the world’s largest telecommunications supplier; and Lenovo, a multinational technology company.

No mention of TenCent, Alibaba, or Haier, for example.

To help Chinese brands go global, China itself must be positively rebranded.

It is already taking steps to do so. It is rebalancing its economy to rapidly grow the consumer sector.

And the country is building the foundations for an innovation-driven economy by concentrating on next-generation information technology, numerical control tools and robotics, energy saving vehicles and medical devices, among other sectors.

Only one question remains: which PR firm will become China’s agency of record?

ᵨ ⊹ ៦ ᑋ ጱ ᫓ ⁀ ፇ ᙬ ⁀ Ꮚᅗጱ ᫓ ጆ Ꮥ ᐢ Ổ ᑑ 〃 ℕ ᾏ䢃嬥 䉉桀 䤭 帰㛎 ⛞槛 ☛ 帹 募 䖍 巰 䠓 仓俣Ҹ 㿍㷃䦣䰅⋻▇虃Muddy Waters虄⢷⡪↚㢗⏜ 䠋⃗䠓ᾏ₌⧀◙ᾼ㒖䯀虇ᾼ⢚㢏⪶䠓 ♐媌憯⛕ ☛伫▗ ♐㢜⑨K㍘⛕悬⸀ 㫼㔶到㢘柟⋻▇ⶖ ⌅慁⧃䠓幖㢻㚾⎉尖⪶厂ⓐ⋼⊓⋒Ҹ ⶜㳳虇ҿⓦ 啾 㝸 ⧀Ӏ⧀ 懢 㒖 ⢿ 㝈 㛎 〫 ⴧ♰╻ 嬚⋻▇⁲姷厖ᾼ⢚搏姛⢷⋶䠓㜇ⓐⵅ幇㳍㯮㭚㢒 棱Ҹᾙ懀‣虇封⋻▇䠓到⊈㡃彛Ῥ㎟虇军⡪ⓐ‛⊓ 儝⋒⾑⇋䤻朢⒥䉉䉞㢘Ҹ 㿍 㷃䳘 ⇩ 䰉 㯮 㭚 ⎸ 䚷帯 棱 孏 ㊮ 䠋 ⃗ 䦣 䰅 ⧀ ◙虇尹 㞝 ᾼ ⢚ ᾙ ⾑ ⋻ ▇ 䠓 帰 㛎 㳉 察虇䋅 ㄛ ⁴ 㐧 ㏲ ⊈ 㧋 庋 幆 封 ⋻▇ 䠓 到 䫷ҸW i l l i a m Pe s e k ⢷ ҿBarronӀ⵺懢;Ӂ样嗦弙ℕ弙⪩䠓㐤幖冔幹䜠憞 㞝〵⃝䠓⋻▇⿂䡽虇ᾼ⢚ₐ㫼♐䏛ⶖ㢒╦⎿㢃⪶䠓 ㏢㙙Ҹӂ ✻ 㹊 啾 䡪 榢 ⪶ⴇ ᾏ ▜ᾼ ⢚ ⶗ ⵅ David Shambaughᾙ◷■ҿ伢䅮ⴇ⁉Ӏ姷䫉虇ᾼ⢚㵞〃 呀幊ᾏ䠍⊓儝⋒ら䱚Ӂ恮⵵␪ӂ虇军儝⢚2014 〃䠓 Ӂ⋻⌀⪥″ӂ朚㚾ᾜ⎿⋼灭ᾒ⊓儝⋒Ҹ 桥 䋅 ᾥ 䛛 ▓ ⢿ 䠓 ⁉ 抌 䌮 ㈘Ӂᾼ ⢚ 媌 憯 ӂ 䠓 㮨 ䷳虇⃕ ▛ 㟑 ᾼ ⢚ 媌 帷 ♐ 㢘 ⬑ ␲ 幹 帷 䠓 ⁲ ▜ 寭虇ℚ ⬑ ⫀ 棗 䠓 梊 ⳟ 䚱 ♐ҷᾘ 凩 㶿 劉 ⬅ 丘 ☛ 灠ㅒ刘Ҹ ᖻ↚ᅗጱ᫓⑬ᾤᑙᒺᑋ21ᎌᡫឰᐉ᝸ᵬᅞ 㕟 ⓖ 媌 憯 㫼 ⊈ ⇋ 敗虇㕟 汧 䚱 ♐ 幹 捞Ҹ军 ⢷ Ӂᾼ⢚媌憯2025ӂ宗䛺ᾼ虇㕟╙孲㸉⌅ᾼᾏ‪ ⛞槛Ҹ • 㕟汧⌅K㍘敗䠓媌憯☛橮♐␯⽴⽴〞♐幹Ҹ • ⢷⢚⋶ҷ⪥䘿Ⅼ㝈棱䠋㕽榧⶝⃫䚷虇朚䠋伯吁 㐏姢Ҹ • 㯈䱚憞㞝〵☛嬞䵓㜖⒥處⢷Interbrand ╊〃䠋 ⃗䠓⋷䖒㢏ℂ♐䏛100 テ▜✽ᾼ虇╹㢘⋸↚㞾 ᾼ⢚♐䏛虇⎕⎴㞾⋷䖒㢏⪶䠓梊ⅰK㍘⛕啾䉉 ╙彷⢚⋻▇凾㊂Ҹ⃕殿宙ҷ柎捛⾃⾃㎥㼆䏍⣖ 㬫ᾙ䊰▜Ҹ

•

嬐 ⿅ 榧ᾼ⢚♐䏛廿■ᾥ䛛虇ᾼ⢚卹怺ㅔ 榗 䯜 㬄捜⧠♐䏛ヱ巰Ҹ军䜅⷏⾁㔰╥㔹㝌虇捜㜿。姰⌅ 伢 䅮虇⁴ ␯憮 㼗幊姛㫼䠓⨭朆Ҹᾼ⢚‵㳲憩 懝 桕 ᾼ䠋ⷤ㜿ᾏ⁲䠓幖宙㐏姢ҷ㜇⇋㔶⏅⽴⌆☛㯮⟷ ⁉ҷ䵏劌 恙 悪 ☛挺 䟑⟷ 㨿䳘虇䉉␄㜿 ⤚ 伢 䅮⫯ ⴩ ⦉䪝Ҹ ⃕㢏ㄛ䠓⛞槛虇⎿〤♹ᾏⵅ⋻杫⋻▇ⶖ㎟䉉ᾼ ⢚䠓〃〵⁲䖕⛕虚

Robert T. Grieves

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

MAY 2 017 MARK E TING HONG KON G 47

職埸

CAREERS

JOB SHUFFLE ⁉‚崙⑤

FLEISHMANHILLARD APPOINTS NEW HONG KONG LEAD

IPG Mediabrands promoted Craig Harvey to the newly created role of regional head of research for Asia Pacifi c.

He was formerly head of business science for IPG Mediabrands Hong Kong, and will retain his client-facing position. He will split his time between the Hong Kong and Singapore offi ce and report to Matt Scotton, chief strategy offi cer for Asia Pacifi c.

IPG Mediabrands 㙱ⓖ Craig Harvey 䉉㜿宼䱚 䠓‭⪹Ⓩ䦣䰅Ὴ䴰ᾏ分ҸHarvey Ὶ⏜㢍㙣₊ IPG Mediabrands欨㾾head of business science虇 ᾵ⶖ個倛帯帻棱■ⴱ㏅䠓分⑨Ҹ⁥ⶖ⎕⎴⢷欨㾾 厖㜿␯⣰⋸⢿愵‚埤⽴⃫虇᾵■‭⪹Ⓩ欥⾼㎿䛴ⴧ Matt ScottonⒾ⧀Ҹ

FleishmanHillard ₊☌欨㾾㜿䴰䖕ⷳ FleishmanHillard named Geoff Bilbrough (right) as general manager and promoted Patrick Yu to deputy general manager of its Hong Kong operations. In his new role, Bilbrough will lead the Hong Kong operation of the PR firm and will report to former managing director Rachel Catanach, who remains FleishmanHillard’s senior partner and president of Greater China.

To support Bilbrough, Yu has been promoted to deputy general manager. Yu joined the firm in 2005 and has risen through the ranks to become senior vice-president and partner, and the lead of the region’s financial and professional services offering.

FleishmanHillard ₊☌䛱ⓩ∠䉉欨㾾⎕⋻▇俌伢 䖕虇⃨⫶↺▛㟑䔁㙱ⓖ䉉⏾俌伢䖕Ҹⷴ㜿ㄛ虇䛱ⓩ∠ ⶖ榧⶝封⋻杫⋻▇䠓欨㾾㫼⑨虇᾵個倛■ᾙ₊嗲‚ 俌伢䖕ҷ䖍₊汧亩▗⪴⁉⌋⪶ᾼ啾Ⓩ俌婐㢈嚩㞝Ⓘ ⧀Ҹ䉉㚾㒐䛱ⓩ∠虇⃨⫶↺▛㟑䔁⭣₊䉉⏾俌伢䖕Ҹ 卹2005 〃␯⋴FleishmanHillard ㄛ虇⃨⫶↺憟㳴 怜ⓖ䉉汧亩⏾俌婐⌋▗⪴⁉虇榧⶝Ⓩ⋶捠夜厖⶗㫼 㢜⑨䠓㫼⑨䠋ⷤҸ

Leo Burnett Greater China hired Carol Lam as president and chief creative officer, effective mid-May. She has been the CCO and managing director of DDB Group Hong Kong since February 2016, and will work in the agency until mid-May and then join Leo Burnett Greater China. The role is newly created, according to the agency, because it is “vitally important to the continued success of Leo Burnett in Greater China”. The agency added it had been pursuing Lam for the position for the past year as she had worked at Leo Burnett for four years between 1993 to 1997. 㣝⫶帬亜ⴲ⾒₊☌㤦⶞䖹䉉⪶ᾼ啾Ⓩ俌婐⌋欥⾼ ␄㊞ⴧ虇‣㢗ᾼ㝻ᾙ₊Ҹ㤦⶞䖹卹2016〃 2㢗弆₊ 分 DDB 欨㾾欥⾼␄㊞ⴧ⌋嗲‚俌伢䖕虇‣㢗ᾼ㝻 ⶖ␯⋴㣝 ⫶ 帬 亜 ⪶ᾼ啾ⓏҸ㙩 封⋻▇姷䫉虇憨 㞾 ᾏ↚㜿宼䠓分⃜虇⶜Ӂゅ倛㣝⫶帬 亜⢷ ⪶ᾼ啾Ⓩ 䠓㎟␮厂杫捜嬐ӂҸ封⋻▇婫⋔姷䫉虇懝╊ᾏ〃㣝 ⫶帬亜䉉◇イ㤦 ⶞䖹⡭㴇╾岑ᾘ槶咔ほ虇ㄛ冔ㄭ 1993厂1997〃㢮朢㛗␪㣝⫶帬亜⡪〃Ҹ

OMD Hong Kong appointed Mark Goh as senior content innovation director and Quentin Chow as data marketing director.

Goh was previously the creative innovation director for OMD China before transferring to OMD Hong Kong. Chow has more than 15 years of experience in the digital space in a variety of roles and functions at TFI Digital Media, Next Digital, Sizmek, TVB.com and Yahoo Hong Kong. Goh will report to Deric Wong, CEO of OMD Hong Kong and Chow will report to OMD Hong Kong’s head of digital, Koyi Wu. OMD 欨㾾⎕⎴₊☌ Mark Goh 䉉汧亩⋶ⵈ␄㜿 俌䡲虇Quentin Chow 䉉㜇㙩䍮摆俌䡲ҸGohῚ ⏜㙣₊ OMDᾼ⢚䠓␄㊞␄㜿俌䡲虇᾵屎㻍厂OMD 欨㾾⽴⃫ҸChow 㙐㢘弔懝15〃䠓巟ⵛ㜇䩋㫼⑨伢 毦虇㢍⢷TFI Digital Media LimitedҷNext Digital L imite dҷSizmekҷT V B.com ╙ Ya hoo!Hong Kong Limited䳘㙣₊⪩榔分⃜╙分⑨ҸGoh■ OMD 欨㾾姛㛎俌婐Deric WongⒾ⧀虇军Chow■ OMD 欨㾾㜇䩋Ὴ䴰Koyi WuⒾ⧀Ҹ

Derek Lo (right) and Samson Poon joined Mirum Hong Kong as a technical lead and data analyst respectively. Lo joins Mirum after spending five years with Desato Asia as manager of technology, while Poon previously worked at Golin and Scoop with clients such as Galaxy Macau, LVMH and L’Oréal Group.

Derek Lo虃▂虄╙Samson Poon␯⋴Mirum Hong Kong虇⎕⎴㙣₊㐏姢Ὴ䴰╙㜇㙩⎕㤟⾺Ҹ LoῚ⏜㛗␪Desato Asia Limited‣〃虇㙣₊㐏姢 伢䖕虇军 Poon㢍⢷ Golin╙Scoop⽴⃫虇厖䅂朏搏 㹂ҷLVMH╙㳟喙桔桕⢧䳘ⴱ㏅▗⃫Ҹ

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