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August 2011

Performance Marketing ( Part 2 )

Rubbing Shoulders Springboard Research’swith Top Asia’s 10 Crème de la in Digital MarPredictions in Crème 2011, page 22 keting. Page 44

Performance Marketing: What Yahoo: Science is Insight, Kind of Advertising Works? . Not Hindsight!, page 41 Page 26

comScore’s Newly Launched SerOut There Media’s State-of-the-art viceMeasures Social Media Brand Mobile Advertising Impressions. Page 39Marketplace, page 44


EDITORIAL:

O N L I N E

V E R S I O N

Dear Reader, Welcome to the latest issue of Asian e-Marketing. A performance-driven marketing organization is one that has a set of measurable performance standards, a focus on outcomes, and clear lines of accountability, all of which are important to prove a marketing campaignâ€&#x;s success and value. Read in this issue of Asian e-Marketing how to embrace data, analytics, and metrics to both improve your business performance and better compete in the market. We all know that today's challenge isn't collecting data, but generating valuable insights and meaning from the data, which is the realm of analytics.

Daniela La Marca Editor-in-Chief Asian eMarketing

Addressing technology, processes, and skills to effectively leverage data, analytics, and metrics is definitely a step forward to excel in performance marketing.

Follow us on Enjoy reading!

Sponsor of this issue:

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AUGUST 2011

INSIDE THIS ISSUE:

PERFORMANCE MARKETING (Part 2)

RESEARCH, ANALYSIS & TRENDS

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A Deep Dive into Performance Marketing for Mobile ComScore Ranking Puts Sprice Travel Network among Top Ad Networks

The Rising Power of Analytics and its Impact on Marketing

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4

The Ideal Marketing Thinking: Inviting Instead of Aggressive Promotional Sales

32

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Experian’s Four-Point Approach on How to Break the Causal Chain of Inaccurate Contact Data

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Three Reasons Why Customer Response to Advertising Fell by 19% in the First Half of 2011

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TECHNOLOGIES & PRODUCTS

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comScore’s Newly Launched ServiceMeasures Social Media Brand Impressions

39

COMPANIES & CAMPAIGNS

42

Eddie Chau: One of Singapore’s Most Brilliant Visionaries and Entrepreneurs of our Digital Times

42

Rubbing Shoulders with Asia’s Crème de la Crème in Digital Marketing

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BUZZWORD

46

Marketing Effectiveness

46

APPOINTMENTS

49

IMPRINT

52

CMO Council Study: Half of all Marketing Consumables Deemed Waste as Marketers Lack Critical View into Provisioning Logistics, Consumption Metrics and Localized Needs 8 Lack of Resources Hampers Digital Marketers from Undertaking Rigorous Keyword Research

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Taking a Peek into the Online Behaviors of Generation Z

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Social Networking Most Popular Online Activity in Indonesia and Increasingly Accessed via Smart Phones

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In the Philippines Leisure and Entertainment Remain at the Core of all Online Activities

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Better Understanding of Cloud-based Infrastructure Stimulates Growth in Asia Pacific

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Celent Urges Firms to Formulate Coordinated Regulatory Response Strategies

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Asia Pacific Manufacturers Need to Step Up their Awareness of Information Security Risks

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Enterprise Telephony Market Back on Growth Path in Asia Pacific

24

Scepticism Dominates in Web 2.0 Customer Service

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BEST PRACTICES & STRATEGIES

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Performance Marketing: What Kind of Advertising Works?

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ADVERTISE WITH US!

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RESEARCH, ANALYSIS & TRENDS

A Deep Dive into Performance Marketing for Mobile Marketing is intrinsically a purpose-driven exercise. Whether it is securing profit for a company or advocates for a cause, marketing begins and ends with a goal. Once a strategy is set in motion, marketers shift their focus on tracking market response and making sure that challenges are flattened out to achieve target results. This “results fixation” that all marketers have is at the core of performance marketing. Once popular only within the online business community, performance marketing has evolved as a validated system of delivering desired outcomes for marketers across industries and different channels. As a campaign optimization approach, the goal of performance marketing is, in a nutshell, to assure sustainable, repeatable profitability for the business enterprise. Performance marketing makes guesswork a thing of the past. A key proposition is tracking and measuring audience interaction, i.e. ad/page views, clicks, feedback, making the marketers of today fully loaded with statistics and records telling them in real time whether their campaigns are being seen and heard or not. These nuggets of intelligence enable them to gauge their approach, change strategies midstream, and cut their losses significantly if their campaigns are not quite hitting the mark. Performance marketing analytics also allow marketers to pin down where a particular strategy made an impact in the overall consumer outreach, and how much of an impact it made on the bottomline. Said insights can be leveraged later on to frame better messages, sharper tactics, and more moving engagement experiences for consumers. Ultimately, the objective is not just to get a reasonable return on every marketing dollar spent, but to secure long-term business growth.

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In the mobile world, performance marketing as an advertising model is increasingly gaining traction as well. The growth and extensive reach of mobile, the proliferation of smartphones, and consumers‟ high use of mobile web to connect, learn, be entertained, and do business are encouraging companies to increase their mobile marketing efforts, and to do so in a performance -oriented way. A testament to this phenomenon is the explosion of agencies providing customized performance marketingapproaches for advertisers going mobile. Offering attractive value propositions to both advertisers and publishers, these agencies create a wide range of networking platforms to introduce reliable, convenient, and scalable technologies that drive the bottom line. As the space turns rife with publishers adopting performance marketing technologies, the Mobile Marketing Association (MMA) remains steadfast as an industry educator and partner. We encourage advertisers to try out different engagement models, including performance marketing; however, in order to capitalize on the strengths of these approaches, they must always be up to speed on industry trends and opportunities. Part of the MMA‟s commitment is to ensure that techniques do not supersede in-depth understanding of consumer behavior and the companies‟ innate drive to innovate. It is likewise important to flag the importance of accurate, scientifically-validated measurement tools, whether the analytics is conducted by the advertiser, the publisher or a third-party. Transparency and accountability are crucial elements of a lasting partnership. Standard methodologies to evaluate outcomes are essential to building trust and provide learnings for improvement and innovation.


RESEARCH, ANALYSIS & TRENDS

MMA is in close collaboration with a number of key agencies and institutions including the Interactive Advertising Bureau (IAB) and the Media Rating Council (MRC) to continuously develop guidelines, refine existing measurements standards and update them in tune with the rapid growth of the industry. We have recently come out with the “Mobile Web Advertising Measure-

ment Guidelines” which seek to support marketers and help them leverage opportunities in the mobile advertising space. With standards such as this in place, we can have greater confidence that concepts such as performance marketing will deliver on their promise. ♦

By Rohit Dadwal, Managing Director, Mobile Marketing Association Asia Pacific Limited

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RESEARCH, ANALYSIS & TRENDS

ComScore Ranking Puts Sprice Travel Network among Top Ad Networks Sprice Travel Network has emerged as the top travel advertising network for the key Southeast Asian markets of Malaysia and Singapore, as well as India, according to comScore Media Metrix May 2011 data. The dedicated online advertising network, focused on the travel audience, consists of 30+ online publisher partners and affiliates in the Southeast Asia and India, including Oneindia, expressindia, The Malaysian Insider, Utusan Online, Travelific (NSTP) and Sify.com. It is reported to have an audience reach of 17% and 25% in Malaysia and Singapore respectively. Sophisticated behavior targeting capabilities like destination targeting, search and site re-targeting enabled the company to understand travel planning and purchases better, hence reinstating their ability to deliver better ROI for their more than 200 clients. The travel industry has seen a significant increase in travel planning and purchasing taking place over the internet. However, the key for advertisers remains the ability to identify and capture these online consumers with relevant messages to improve campaign effectiveness. In 2010, Sprice was acquired by Travelport, one of the leading GDS (Global Distribution System) companies that globally operates across 160 countries and serves

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an estimated volume of $100 billion transaction value annually, giving Sprice access to a wider global client portfolio to increase its reach. Travelport also owns approximately 48% of Orbitz Worldwide, a leading global online travel company, a private company owned by The Blackstone Group, One Equity Partners, Technology Crossover Ventures and Travelport management.


RESEARCH, ANALYSIS & TRENDS

Figure 1: Reach of Sprice Travel Network in Malaysia, Singapore and India in May 2011, comScore Media Metrix

Figure 2: Market penetration of Sprice Travel Network in Malaysia, Singapore and India in May 2011, comScore Media Metrix

Other networks on the list were those that catered to a more general audience.

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RESEARCH, ANALYSIS & TRENDS

CMO Council Study: Half of all Marketing Consumables Deemed Waste as Marketers Lack Critical View into Provisioning Logistics, Consumption Metrics and Localized Needs Front line personnel from store managers to field marketing directors agree that marketing support materials are big contributors to the selling process. There is still, however, a massive amount of waste and obsolescence due to poor tracking, provisioning and just in time delivery of sales and merchandising materials to the field, reports the Chief Marketing Officer (CMO) Council. According to a new survey by the CMO Council's Marketing Supply Chain Institute, some 68% of frontline, customer-facing executives have experienced difficulty using marketing systems for replenishing critical consumables, making it difficult to meet the needs of those engaged in the conversation, conversion and closure process. In fact, just 6% give access to the ordering of marketing consumables an excellent score. In the Promotion Commotion Study, sponsored by NVISION速, in-store and front line resources believe that simple profiles that collect critical information ranging from square footage of stores to demographics and

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makeup of customers could help tailor the specification and delivery of promotional materials to the requirements of each location. This customization and optimization of the Marketing Supply Chain would maximize the potential for impact while also eliminating waste and over-spending. Marketing is investing billions in the production of point of purchase displays, sales collateral and brochures, and in-store materials, with little regard for the actual targets, locations and resources required to turn these displays into demand creation assets, noted the CMO Council. Its Executive Director, Donovan Neale-May, believes marketers should profile the literature and sellin needs of customers, prospects and sales locations as a way to better forecast demand for brand logistics and material support. "Understanding the needs and requirements of different selling environments and situations should be an integral part of marketing's field and channel provisioning process," noted Neale-May. His Council surveyed more than 100 stores, branch offices and dealer sales managers across leading industry sectors in North America.


RESEARCH, ANALYSIS & TRENDS

According to 51% of those surveyed in the second quarter of this year, location-based marketing consumable forecasts, predictive analytics and automated fulfilment is rarely in place. However, most believe that this level of insight would allow marketing to:  

 

Get the right number of items and do not need to store/toss excess (30%) Notify store or field assets as to new material arrival, allowing the front line to plan accordingly (23%) Localize and personalize materials to best reach the locations target market (19%) Get the right number of items required to properly cover floor space (14%)

"As we have seen before, oversights in the Marketing Supply Chain are resulting in overspending and missed opportunities to make a real impact on the sales and demand process," said Mike Perez, Vice President of Marketing and Business Development for Marketing Supply Chain experts, NVISION. "While the economy has improved and marketing has started to reinvest in demand generating programs, we are not in a position to ignore the staggering amount of waste that is being created by unchecked and unmeasured marketing supply chains. Cus-

tomers demand a flawless experience, and now, as we see from these results, our front-line resources are looking to marketers to deliver the materials and consumables that will advance that experience." Asian e-Marketing is proud to continue and even intensifying its partnership with the Chief Marketing Officer (CMO) Council this year, presenting more of the CMO Council's assessment of global marketing trends, reports and best practices.The appropriate complimentary white paper is available for download (click the image) The CMO Council comprises 6,000 top marketing decision makers that control around $200 billion in aggregated annual marketing spend. The global organization is inviting senior marketers across Asia to join the CMO Council at no cost and become active contributors and participants in thought leadership programs and networking events. You may register yourself or nominate others by clicking the following link:

bers, associations, business schools and media across Asia. If you are interested, please submit a short one-page description to Matt Martini at mmartini@cmocouncil.org . You can also suggest Asia-specific themes, topics and subject areas for further discussion, discovery and debate by the 6,000 CMO Council members worldwide who are particularly keen to gather more knowledge and insight into the rapidly evolving Asian dynamic and they would most welcome your contributions. Last but not least, please feel free to purchase CMO Council‟s valuable report “The 2011 State of Marketing Report” that provides detailed insights into how marketers across all regions are allocating funds, evaluating programs and utilizing internal and external resources to the industry here: http:// www.cmocouncil.org/resources/ forms/outlook-report/index.php

h t t p : / / w w w . c m o c o u n c i l . o r g / Knowledge is power! registration.php Make it yours! By Daniela La Marca The CMO Council invites you, in addition, to submit information on your branding and campaign marketing successes for peer review. The global organization will select the very best marketing innovations, success stories, best practices and market insights for inclusion in its growing regional knowledge base, which will be accessible to Council mem-

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RESEARCH, ANALYSIS & TRENDS

Lack of Resources Hampers Digital Marketers from Undertaking Rigorous Keyword Research The white paper “Where to begin – the discovery phase”, published by Hydra, a provider of Software-asa-Service marketing technology, says digital marketing teams simply do not have the resources to conduct keyword research thoroughly, which is vital to the success of digital marketing campaigns. Moreover, monitoring and keeping up to date with terms as they change is almost a mission impossible. “Keyword research makes the difference between the vendor‟s goods and services being immediately visible to the searcher or their being swallowed up and lost in the myriad of returned search results,” says Ruth Zohrer, solutions consultant at Hydra. “Ultimately, the lack of thorough keyword research can prove costly as it leads to vendors failing to maximise on the online opportunity both in terms of directing potential sales leads/traffic to their site and garnering revenues from the online channel.” Although the Hydra survey engaged only 300 UKbased digital marketers, it can be used as a benchmark on how digital marketing teams currently operate, based on collaboration, use of technologies and competitor analysis.

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Asked how current they feel their teams are at handling new keyword trends, less than half (42%) of the UKbased digital marketers indicated they feel they are „on trend‟ when it comes to keyword trends. However, one of the greatest contrasts highlighted by the survey involved new words or expressions being used in the market. Asked whether they know which are worth spending time and money on, over half (55%) of the respondents said „No‟. With the uncertainty surrounding return on investment (ROI) from keywords reaching their target audience and handling new keyword trends, it is unsurprising that over 70% of Hydra's survey respondents specified that if they had more time to spend, they would review the keywords or phrases in their campaigns much more regularly. According to Hydra‟s white paper, any new Natural Search project is challenging as it has to identify the most relevant search terms potential customers will use when they go online to find the products or services the vendor is promoting on its site. Next is keyword-page mapping, a valuable exercise which allows the vendor to understand how its site and the target keywords relate and highlights any gaps that may need to be addressed for optimum performance in search engines for


RESEARCH, ANALYSIS & TRENDS

a specific term. Once the effort that each keyword will demand is known, they can be prioritized based on the size of the opportunity they offer. In essence, does the potential reward warrant the spent in that specific keyword? “Completing the discovery phase thoroughly, however, is an onerous process for which most Natural Search specialists today employ multiple technology solutions to help speed up certain steps,” says Zohrer. “As such, even when the discovery phase is undertaken by the same person, the process and its outcome may vary significantly. At Hydra, we have considered this problem quite carefully and developed an intelligent solution to fill this gap through Hydra‟s One platform WordBank.” The One platform enables enterprise marketers to strategically and proactively monitor, report and participate in the conversation that existing and potential customers are having about their brand online, gathering the collective requests and feedback of marketing executives, digital specialists, and agency professionals, One from Hydra is focused on driving revenue and return on investment (ROI) through integrated, efficient and optimized management and implementation of Phrase Marketing campaigns across online disciplines - Natural Search, Paid Search and Social Media.

Through the One platform‟s WordBank, Hydra simplifies:

    

Collating keyword lists from multiple sources; Expanding and grouping your keyword targets with auto-suggestions and templates; Mapping and ranking keyword-page pairs by automatically identifying and sorting the best matches; Prioritizing keyword opportunities for you to make informed decisions on how to spend your online marketing budget; Reporting on on-going performance for each keyword across different metrics

“The discovery phase is essential in ensuring campaign goals are met within budget and within a reasonable timeframe to prevent costly mistakes like targeting the wrong keywords or overlooking your own site‟s limitations” Zohrer concludes. (Source: Hydra) ♦ By Daniela La Marca Download the full copy of Hydra‟s White Paper “Where to begin – the discovery phase”

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RESEARCH, ANALYSIS & TRENDS

Taking a Peek into the Online Behaviors of Generation Z University networks are commonly viewed as open environments that can foster education and research. At the same time, this puts campus network systems at high risk and they are vulnerable to security breaches that may compromise confidential information and expose the university to losses and other risks. Unfortunately, education networks are a breeding ground for malware infections. Statistically speaking, university students tend to spend significantly more time on the web than average, making them prime targets for malware exploits. These Generation Z students, as they are sometimes called, have been raised in an “online” environment where they were and are always connected and electronically available, in both their personal and educational lives. The technical acumen that students have, combined with the breadth of applications, and the premise that university networks are “open” while meeting privacy issues, places extraordinary pressures on university security teams. It is challenging to protect the network and the corresponding data within the open environment, while students still use applications that enable them to mask their activities. So, how much vulnerability are the networks exposed to with tech-savvy Gen Z

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swamping university networks? And what are the patterns of bandwidth consumption like? In analyzing 326 university networks around the world, Palo Alto Networks found a wide range of applications that span the social, entertainment and educational spectrum – which was not all that surprising! One critical security threat that is often unique to university and college networks is related to the use of P2P software. File sharing and P2P software were designed to facilitate the exchange of music, movies, videos and other files over the internet, but malicious software like viruses, worms and Trojans are regularly distributed using these same P2P applications. Peer-to-peer file sharing continues to be used while browser-based file sharing applications are increasing in their use. Not surprisingly, applications that are more focused on entertainment than on education were used heavily. An unexpected finding in this analysis, though, is the relatively high usage of proxies, encrypted tunneling and remote desktop access applications. Thus, it begs the question, why use applications that can mask user activities when the university networks are supposedly “open”? Are there control efforts that drive students to use these applications?


RESEARCH, ANALYSIS & TRENDS

On one hand, the high frequency of encrypted tunnel applications used shows the contradiction in the “open” environment universities say they offer. On the other hand, the high usage of applications for noneducational purposes supports the premise of network openness. Whatever the reasons, the statistics show that students are using whatever applications they want and security administrators are struggling to keep pace. Encrypted tunnel applications: Hamatchi shows dramatic growth

entertainment of education? As the cost of bandwidth continues to drop, universities are able to increase the size of their internet connection to deploy more online offerings and provide their students with an improved end-user experience. Highspeed connectivity, combined with increased amounts of content that may not be educational in nature, means that university networks are saturated to the point where university business and research applications may suffer.

There are two types of encrypted tunnel applications: those that are endorsed by the university and used for secure communications (IPSec, IKE, ESP, Secure Access) and those that are not endorsed (Hamachi, Tor, UltraSurf, Gpass). Such applications were developed with the explicit purpose of bypassing detection and commonly used to send sensitive information, and gather sensitive information that is Wikileaks-worthy.

The analysis found that roughly 48% of the applications found (486 of 1,022), were consuming 86% of the total bandwidth observed. For comparison, the same categories within non-university networks represent 45% of the applications (489 of 1,075), but they only consumed 76% of the total. The most striking element in the bandwidth comparison is not so much the total bandwidth itself, which shows a mere 10% variance, but the significant variances at the categorical level.

When compared to the previous study of university application activity, there were some significant changes in frequency for use for non-VPN related encrypted tunnel applications. Hamachi, in particular, showed a dramatic 12 fold increase of use from the 2009 report.

On university networks, file sharing of all types and photo-video applications are consuming at least three times and six times the percentage of overall bandwidth consumed on non-university networks. As shown earlier, the bulk of the filesharing traffic is across a range of P2P networks. In terms of photovideo applications, YouTube, PPStream and HTTP video were the top consumers of bandwidth, indicating that there may be a valid mix of educational (some YouTube, HTTP video) and entertainment (PPStream) oriented content. Audio applications on university networks are consuming ten times the percentage of bandwidth consumed when compared to non-university networks. Not surprisingly, the top audio applications were HTTP audio and iTunes.

On non-university networks, internet utilities are consuming nearly double the bandwidth and encrypted tunnels are consuming nearly three times the bandwidth when compared to university networks. Examples of internet utility applications include web-browsing, a wide range of toolbars, and several Google tools. The usage of these applications in both environments indicates heavy use of the web to accomplish daily tasks.

Hamachi showed a significant increase in frequency of use, appearing on 42% of the 326 university networks, a 12 fold increase from the 2009 report.

Use of Tor and UltraSurf remained relatively flat at 40% and 34% compared to 43% and 26% relatively speaking.

Gpass nearly dropped off the chart, moving from 37% frequency to a mere 4%.

Students and employees, who choose to use non-VPN related encrypted tunnel applications like Hamachi or Tor, are taking the effort to ensure privacy and evade detection with an extra step beyond tools like proxies or remote desktop control applications. Most of the encrypted tunnel applications found will require some effort to install and manage, making the fact that they are in use even more significant. The growing adoption of Hamatchi in these university networks makes it clear that security in university networks should be even more effective in giving visibility and control in order to prevent the loss of sensitive information from employees or threats that students carelessly allow in. Bandwidth consumption:

Visibility on network traffic a necessity The average university student is a lot more computer savvy than ever before. In order to regain visibility into what students are doing, universities need to deploy solutions that provide visibility into the applications (not ports or protocols) on the network and then control them where appropriate.♦ By Song Tang Yih, Vice President, Palo Alto Networks, Asia Pacific

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RESEARCH, ANALYSIS & TRENDS

Social Networking Most Popular Online Activity in Indonesia and Increasingly Accessed via Smart Phones Yahoo! announced recently results from its 3rd Net Index study, stating that internet reach in Indonesia has surpassed traditional media and ranks second only to TV. This growth trend is predominant in urban areas and largely driven by the increasing availability of lowcost smartphones and highly competitive voice and data plans. Accessing the internet on a mobile phone is therefore to no surprise on the verge of being the prevailing mode of online access in Indonesia. The annual Yahoo! Net Index study was conducted in conjunction with TNS, one of the world's leading market research groups, and reveals that social networking tops as the most popular online activity (89%), with other categories such as visits to internet portal pages (72%) and reading news (61%) showing the maximum growth since 2009. Net Index incorporates well-established methodologies and techniques in the sample selection to ensure complete representation of the target population. Respondents were selected using a multi-stage probability sampling technique, responsible for the many remarkable insights.

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The 15-24 year old age group of Indonesians, for instance, is driving in particular the increasing demand in entertainment content and related activities such as games and music downloads. Interestingly, while the online reach is high among the younger Indonesians, frequency of online access is higher among the middleaged. "With rapid New-to-Net user growth, even overtaking traditional media, it is now time for marketers to realign their strategies based on Indonesia's online dynamics. Yahoo! Net Index study provides in-depth consumer insights that help marketers to craft meaningful strategies to drive real results," said Yahoo! Indonesia Country Manager, Pontus Sonnerstedt. "Consumers' digital footprints have become the most valuable assets for companies who want to make the right kind of investment and deliver on targeted marketing for their customers. The Net Index 2011 study allows marketers to reach out to the world's fourth most populous nation with intimate understanding, precision targeting and deep insights," said Suresh Subramanian, Deputy Managing Director, TNS Indonesia. Key findings of Net Index 2011 Indonesia include


RESEARCH, ANALYSIS & TRENDS

three overarching themes: 1. Mobile on the verge of being the dominant platform for Internet access  Online access through internet cafes declined from 64% to 60%, while access on mobile internet increased from 48% to 58% over the past two years;  Mobile acts as a catalyst, fulfilling the need for on -the-go connectivity and instantaneous updates for social networking. 2. Emergence of 'Selective Socialization' 

 

Social networking is used as the dominant platform (89%) for Indonesians to connect and communicate with, a 30% increase since 2009; Social networking users are becoming more selective and specific about selecting their circle of friends (39%); Mail and messenger remain relevant, with us-

age figures stable over the past two years for one-on-one communication (54% for email and 58% for Messenger). 3. E-commerce shows potential given consumer interest  Indonesian netizens are increasingly confident to conduct research, compare and make purchases online;  Major modes of payments are still made currently offline through ATM/Bank Transfer (70%) and cash (39%);  Group buying has gathered significant buzz, however, less than half of internet users have a clear understanding of "group buying" as a concept. ♦ (Source: Yahoo!) By Daniela La Marca

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RESEARCH, ANALYSIS & TRENDS

In the Philippines Leisure and Entertainment Remain at the Core of all Online Activities

According to Yahoo!‟s 3rd Net Index study a shift from shared to private internet access continued in the Philippines, revealing that online browsing through internet cafes declined from 71% to 66% and home internet increased from 31% to 35% over the past two years. Search (80%) plays a significant role in the overall engagement on the internet as Filipinos go online for leisure and entertainment, particularly international music (68%), local music (65%), viewing photographs and videos (59%), and playing games (55%). Social networking (82%) is at par with search and also popular among Filipino youth.

dia, The Nielsen Company, Philippines, "The Yahoo! Net Index study delivers targeted consumer insights to assist advertisers in developing tailor-made digital marketing programs for their desired consumer base. The insights help them build innovative consumer experiences and drive measurable results to fulfil their marketing objectives." Key findings of Net Index 2011 Philippines include four overarching themes: 1.

The annual Yahoo! Net Index study was conducted in conjunction with Nielsen, one of the world's leading market research groups, revealing, for instance, among other things that the demographic group of 10 - 29 year old internet users remains the core audience that drives adoption in the Philippines. "Net Index provides in-depth consumer insights that help marketers as well as Yahoo! to craft meaningful strategies, engage with consumers and drive real results," said Country Ambassador and Sales Director of Yahoo! Philippines, Arlene Amarante. "The success of our entertainment sites, OMG! and Yahoo! Coke Music Studio, for example was a direct response to the research findings combined with Yahoo!'s intimate understanding of how Filipinos consume content online."

2.

3.

Although the majority of Filipinos access the Web from internet cafes, this trend is decelerating from 71% in 2009 to 66% in 2011, with private access at home becoming more popular, increasing from 27% to 35% over the same period; Mobile internet which had grown from virtually zero in 2009 to 5% in 2010, has remained stable (4%).

Overall engagement on the internet on the rise 

According to Jay Bautista, Managing Director for Me-

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Shift from shared to private access continues

Entertainment consumption is growing particularly international music (68%), local music (65%), viewing interesting videos or photos (59%), and playing online games (56%); Mail (64%) and Messenger (69%) remain a relevant platform to connect and communicate.

Social networking is at par with Search


RESEARCH, ANALYSIS & TRENDS

  

4.

Social networking (82%) is at par with Search (80%) as the dominant internet activity; Social networking is not just an activity but is the starting point in online experience for many (39%); Social networking users are becoming more selective and specific about choosing who they want to socialize with (59%).

E-commerce shows potential given consumer interest 

moderate (32%), however, among those who understand the concept, almost half (48%) show interest, proving that e-commerce exhibits potential; Online transactions remain in its infancy stage of development given the constraints around product authenticity and infrastructure however word of mouth is especially powerful in Philippines and can favour the concept of deal aggregation sites. ♦ (Source: Yahoo!) By Daniela La Marca

The level of comprehension for group buying is

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RESEARCH, ANALYSIS & TRENDS

Better Understanding of Cloud-based Infrastructure Stimulates Growth in Asia Pacific The Asia Pacific Infrastructure-as-a-Service (IaaS) market witnessed explosive growth during 2010, owing largely to customer need for utility-based computing services with predictable operational expenditure. Growing awareness of the benefits of leveraging infrastructure from the cloud has led to increasing traction in the Asia Pacific IaaS market. The roll out of nextgeneration networks across the region is expected to improve network infrastructure in favor of IaaS, as new analysis from Frost & Sullivan affirms. The research company revealed that the market earned revenues of over US$88.9 million in 2010 and estimates that it will reach US$1,409.9 million in 2017. “The ability to instantaneously provision infrastructure and scale it in an on-demand manner is a highly attractive model for enterprises in the region," says Frost & Sullivan Research Analyst Mayank Kapoor. “The value proposition is even more compelling considering the operational expenditures (OpEx) nature of the services, eliminating the need for capital expenditure (CapEx) required for setting up and/or ramping up dedicated infrastructure.”

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Further, the choice of adopting a public or a private cloud is not easy for enterprises, given the perceived security and cost saving trade-offs. Enterprises are hesitant to give complete control of their infrastructure and data to a third-party service provider. Their concerns range from the inability to track data in the cloud to access rights for data in a multitenant environment. Non availability of services in the event of a system‟s failure or outage at the service providers‟ end or in the network is another concern. Furthermore, latency and internet access reliability issues are making enterprises cautious while adopting IaaS. These factors are limiting usage to trial, testing, development, and meeting spikes in demand.

Most enterprises in the region are testing these services to gain a better understanding of the delivery model, made possible due to the low cost and opportunities to try out these services without long-term contracts. The delivery model is especially beneficial for small and medium businesses (SMBs) as it provides them access to infrastructure that would have earlier been unaffordable. This has expanded the market for IaaS and is expected to be another important growth driver.

Service providers are trying to assuage these concerns by conducting third-party audits, adopting best practice frameworks such as Statement on Auditing Standards (SAS) 70 and International Organization for Standardization (ISO 27001), besides ramping up awareness of the security measures in place. Educating enterprises remains a critical piece of the service provider strategy to mitigate end-user concerns and periodic third-party assessments. This is expected to help instill enterprise confidence in security features, thus, setting up local datacenter presence is a certain way to overcome enterprise concerns.

Widespread adoption of cloud-based infrastructure in the region, however, is still a few years away. Concerns around security, privacy, and sovereignty of data are the prime challenges for the market.

“The upsurge in demand from enterprises in Asia Pacific has already led global players such as Amazon, Microsoft, Rackspace, and Verizon to establish local presence,” says Kapoor.


RESEARCH, ANALYSIS & TRENDS

“Furthermore, local presence gives more confidence to enterprises that their data will stay geographically closer and curb latency issues”, he added.

It is also essential for service providers to evolve service level agreements (SLAs) beyond availability in line with client requirements.

They are likely to include disaster recovery/business continuity plan, incident handling, and guarantees instead of credits to further drive enterprise confidence.♦ (Source: Frost & Sullivan) By Daniela La Marca

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RESEARCH, ANALYSIS & TRENDS

Celent Urges Firms to Formulate Coordinated Regulatory Response Strategies Over recent years, stakes in the regulatory arena have intensified. While legislative breaches could still inflict substantive fines or reputational damage, the current generation of industry-wide regulations, like DoddFrank, EMIR, Basel, and IFRS not only impose a drag on operating costs, but also have the potential to directly hit at the heart of a firm in relation to its competitive dynamics and impact its revenue flow. For global institutions, significant regulatory reforms and large-scale changes in the past have cost from $10 million to more than $300 million per institution, with the breadth and scale of regulatory scope ever-increasing in the last decade. In a new report, Getting Smart About Regulation: Embracing Good Practice Planning and Execution Approaches, Celent examines the core competencies for success, including firms being dynamically efficient and flexible, controlling implementation and ongoing costs of risk, finance and regulatory activities, and most importantly, exercising leverage from regulatory investments to build out enhanced business capabilities. Conventional wisdom views regulation as “unproductive sunk costs” that are a drag on the business. At the same time, precedents from the last decade around implementation costs do not paint a rosy picture of what is on the horizon with the present generation of regulatory initiatives.

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“As firms chart strategies to navigate the deluge of regulations that have appeared on the radar, they can choose to accept and follow conventional wisdom, or to tackle the tough questions head on by formulating coordinated regulatory response strategies that create value-enhancing outcomes,” says Cubillas Ding, Research Director at Celent and report author. The report analyzes the cycle associated with regulation, risk, and compliance that distinguishes winners and losers. Investors, regulators, and customers are already rewarding firms that are building strategic capabilities using regulation as a stepping stone to success. It also analyzes where firms can improve on regulatory planning and IT execution approaches and presents perspectives for how financial services firms can best position themselves to face and tackle the weight of nextgeneration regulations such as Dodd-Frank, European Market Infrastructure Regulation (EMIR), and Basel III. ♦ Source: Celent


RESEARCH, ANALYSIS & TRENDS

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RESEARCH, ANALYSIS & TRENDS

Asia Pacific Manufacturers Need to Step Up their Awareness of Information Security Risks Although the information security budget among Asia Pacific manufacturers is set to increase at a faster pace compared to other regions, manufacturers here are generally less concerned about their IT security budgets. This is due to a lack of knowledge about the potential security risks that exist in today‟s interconnected world, according to the IDC Security Survey - Asia Pacific Manufacturing Results: Are we doing enough? The study states that a shockingly high percentage of Asian manufacturers do not know how many security events have occurred in their organizations in the past 12 months (58.3%) or the nature of the events (63.9%). These figures are higher than the worldwide average of 55.1% and 54.2% respectively. However, when respondents were asked to assess their organizations‟ information security measures, three quarters of the manufacturers in this region say that they are very or extremely confident that the information held by their organizations is protected from external (77.8%) and internal (69.4%) attacks. Dr. William Lee, Senior Research Manager, IDC Manufacturing Insights Asia Pacific says: “The disconnect between perception and reality suggests that Asia Pacific manufacturers are not as aware of their security risks and threats as they think. Clearly, manufacturers in this region need to step up their awareness programs to get up to speed on their knowledge of the security risks and countermeasures that exist today.”

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This study also yielded positive findings. Compared to five years ago, information security has moved up the management hierarchy due to a combination of factors, including increasing challenges in the new economy, the rise in cybercrime and the growing complexity of terrorist threats. The survey results from this study show that 33.3% of Asia manufacturers indicated that their organizations' top security executive now reports directly to the CEO, while the rest (almost 70%) reported to either the CIO, CTO, CFO or board of directors, clearly signifying a rise in the rank of Chief Information Security Officer (CISO) as part of the C-Suite. Advancements in IT such as Web 2.0 and cloud computing technologies have enabled a more productive organization in the manufacturing sector. However, these IT enablers also open up more risks to security. “Moving ahead, manufacturers should align their security strategies with business goals and direction to reduce the potential damage and loss caused by security attacks,” advises Dr. Lee. ♦ Source: IDC Manufacturing Insights


RESEARCH, ANALYSIS & TRENDS

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RESEARCH, ANALYSIS & TRENDS

Enterprise Telephony Market Back on Growth Path in Asia Pacific According to Frost and Sullivan‟s analysis, the Asia Pacific enterprise telephony market is back on track with a rise of 6% and even estimates that it will reach US$2.57 billion in 2016. Increased spending on enterprise telephony by banking and financial institutions, universities, hotels, and transportation has halted the slide of the market and placed it back on the growth path. Small- and medium-sized businesses (SMBs) have also begun to show an active interest in enterprise telephony solutions, specifically in technologies that helps them reduce their overall ownership cost and telecommunication bills. “The market is poised to reverse the negative trends of the recent past, as customers have stated demanding unified communication (UC) solutions, specially video and web conferencing,” says Frost & Sullivan Industry Manager Shailendra Soni. “This is because the ability of high-end video conferencing solutions to act as a substitute for face-to-face meetings which is helping enterprises lower travelling budgets and improve the productivity of their employees”, the expert added. Telephony vendors have shown resilience in staving off challenges such as uncertainty in decision making, long sales cycle and budget constraints.

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They created a case for their products by presenting return on investment (ROI) documents, marketing messages highlighting faster ROI, and introducing financial schemes to hasten the adoption of IP telephony systems. Vendors and channel partners also had to strategize for an overall erosion in prices, which were reduced by 10 to 20 percent due to high discounts offered by industry participants. As these price cuts, along with budget constraints, could squeeze their profit margins, they resorted to create product bundles that particularly got the attention of medium-sized businesses. They are also battling the low availability of in-house resources to manage IP telephony and UC products by offering free or low-budget training and proactively offering solutions over the managed and hosted environment. “Tier 2 vendors have to move from just selling „box‟ solutions to offering convergence solutions that include user-based UC applications,” notes Soni, adding “Investments in channel training and the development of strong marketing collaterals that clearly illustrate rapid ROI are critical for successfully selling IP telephony solutions.” ♦ Source: Frost & Sullivan


RESEARCH, ANALYSIS & TRENDS

Scepticism Dominates in Web 2.0 Customer Service

The adoption of social media noticeably enhances the customer service of companies, according to a study by the software company Sikom. Nevertheless, many marketers remain sceptical when it comes to Web 2.0.

Further, there is disagreement on the extent of the use of social media in customer service. Only 18% believe that the new channels are suitable for a maximum exchange of information with their target group.

Sikom's study shows that most managers in the areas of customer communications and services have an ambivalent attitude to social media. On the one hand, their expectations in social media channels are high in the long run, but on the other hand, many decision makers are still sceptical about the challenges social media can pose for their company. Common mutual consent agrees the fact that there is no way to get around social media in the long term.

With 64%, the majority of comments are more negative on social networks, believing that it simply assists the customer dialogue to a certain extent. Another eight percent is convinced that the platforms are only suitable to capture the public opinion.

So far, however, only eight percent of respondents have integrated social media into their customer service processes and infrastructure. One in four people are using the channels to at least some extent, and 12% plan to implement a social media strategy in the near future. However, the largest group (44%) admits to be in terms of social media still at the very beginning. After all, 12% are convinced that social networking will be irrelevant for their company in the medium term.

Despite the scepticism, many positive effects emerge as well: 58% want to gather more information on their target groups and 50% think that it will make communications between companies and customers much easier; 64% are confident that the customer service issue will receive a higher value within the company through social media. ♌ (Source: SAS) By Daniela La Marca

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“Be careful when choosing between CPL and CPA pricing models as there are im“ portant differentiators to take into consideration.”


BEST PRACTICES & STRATEGIES

Performance Marketing: What Kind of Advertising Works? Performance marketing is based on the ability of measuring online marketing campaigns which demands that marketers be well informed about the different categories of tools used for performance measurement and optimization that are actively used in all kinds of online marketing disciplines. So read on to gain a brief overview of the relevant key marketing performance figures, their functionality of tracking performance and commonly recurring problems. What key figures are relevant in performance marketing? The key figures that are relevant for the performance of the campaign have to be defined first to reasonably measure the success of an online marketing campaign. Most crucial in performance marketing are the sales or leads realized, but the sole measurement of these two figures would ultimately not be enough. Ideally the tracking specifies the measurement of ad impressions and clicks and continues through the entire online process to discover potential for optimization in all campaign levels. If, in addition, landing pages and online processes are continuously optimized, even more possibilities to increase leads and sales open up, not to mention with performance-based advertising, the advertiser pays only for measurable results. There are four common pricing models used in the online performance advertising market. 1. CPM (Cost-per-Mille, or Cost-per-Thousand) Pricing Models charge advertisers for impressions - i.e. the number of times people view an advertisement. Display advertising is commonly sold on a Cost-perLead pricing model. The problem with CPM advertising is that advertisers are charged even if the target audience does not click on the advertisement. 2. CPC (Cost-per-Click) advertising overcomes this problem by charging advertisers only when the consumer clicks on the advertisement. 3. In recent times, there has been a rapid increase in online lead generation - banner and direct response

advertising that works off a CPL (Cost-per-Lead) pricing model, where advertisers pay only for qualified leads - irrespective of the clicks or impressions that went into generating the lead. CPL advertising is also commonly referred to as online lead generation and are therefore regarded as most advertiser friendly. 4. In CPA (Cost-per-Action) advertising, advertisers pay for a specific action such as a credit card transaction (also called CPO, Cost-Per-Order). However, be careful when choosing between CPL and CPA pricing models as there are important differentiators to take into consideration: 1. CPL campaigns are advertiser-centric, so that advertisers remain in control of their brand, selecting trusted and contextually relevant publishers to run their offers. On the other hand, CPA and affiliate marketing campaigns are publisher-centric. Advertisers cede control over where their brand will appear, as publishers browse offers and pick which to run on their websites. Advertisers generally do not know where their offer is running. 2. CPL campaigns are usually high volume and lightweight, where consumers submit only basic contact information. The transaction can be as simple as an email address. On the other hand, CPA campaigns are usually low volume and complex, where consumers typically have to submit credit card and other detailed information. 3. CPL advertising is more appropriate for advertisers looking to deploy acquisition campaigns by remarketing to end consumers through e-newsletters, community sites, reward programs, loyalty programs and other engagement vehicles. Tracking of individual disciplines in performance marketing The standard tools in performance marketing are search engine marketing and affiliate marketing and for each online an appropriate system for control and optimization is deployed:  The tracking in search engine marketing is nowa-

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days mostly carried out by socalled bid management tools. Besides the control of click prices and the management of keywords and ads, it also allows measuring the success of individual campaigns and keywords based on ROI.  In affiliate marketing it is common to use the public affiliate networks and/or private partnership programs. In addition to the program and affiliate management, the tracking of ad impressions, clicks and leads/sales is also enabled.  Sometimes even display campaigns can be part of performance marketing, though the tracking occurs mainly via ad servers. On the one hand, these tracking tools do the modulation of the advertising material and track in addition ad impressions, ad clicks and derived leads/ sales in order to optimize the delivery of banners where required. In general, cookies are used to measure all systems mentioned above: A click on an ad retrieves a redirect to the tracking server, which sets a cookie on the computer of the user that is used for subsequent recognition of this specific user. How long the user is assigned to the appropriate campaign depends on the cookie lifetime, which can be freely defined. If the user runs through the full online process during this time, a tracking code is called up after the conclusion, which sends the transaction to the tracking system. With the help of the existing user cookies, this transaction can now be

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assigned to the respective campaign. Pitfalls and problems in tracking Exact tracking and accurate mapping of transactions is crucial in performance marketing, yet, when it comes to cookie tracking we often observe measurement inaccuracies. Expert opinion is divided regarding the exact magnitude of these inaccuracies, but it can be assumed it is a value of between 5% and 20% depending on the campaign. There can be several reasons for this measurement error, but most probably it is the use of different measurement systems. Although all tracking systems operate on similar principles, almost every system is in the end different in the measuring process, which leads to a high probability of different tracking results. Pure cookie tracking, for instance, could be amended by the so-called session tracking, that tracks in addition those users that are not accepting cookies or have deleted them, and reduces in this way some inaccuracies. Campaign managers are nevertheless still worried that they are measuring a lot of overlaps when tracking leads. If an advertiser, for instance, doesn't use a tracking switch, the system is giving out a tracking code for every online marketing tool used, after completion of the transaction on the thank you page. If the user was marked previously by different cookies, one and the same transaction is tracked on several occasions, creating an overlap. These duplicates must be eliminated later by allocating each transaction to a channel. In general, this allocation is done according to the

"last cookie wins" rule, as it is assumed that the last advertising contact is usually the clincher for the transaction. However, the minimization of measurement inaccuracies and errors remains a major challenge for performance marketing, despite such sophisticated techniques noted above. An important step forward is certainly the use of a multidisciplinary tracking tool. Conclusion In performance marketing actually all campaign management tools available today fulfill the requirements for tracking the rudimentary data needed for campaign management and optimization. It‟s the use of many individual stand-alone solutions that creates the problems, if cross-disciplinary evaluations have to be compiled. Since there isn't a perfect solution in place, yet, the amendment of a multi-disciplinary tracking system makes sense - especially for performance marketing agencies. Measurement accuracy through advanced technology, comprehensive data collection over the entire conversion path (from ad impressions, clicks, online process to the completed transaction), as well as extensive analysis options are therefore the basis for successful performance marketing and will definitely gain further importance in the future. ♦ By Daniela La Marca


BEST PRACTICES & STRATEGIES

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BEST PRACTICES & STRATEGIES

The Rising Power of Analytics and its Impact on Marketing

It‟s popular these days to say that customers are in control of marketing, since digital commerce is propelling a healthy democratization of the companycustomer relationship. Data available to companies and consumers enable both sides to know more about what the other is thinking and doing. Gaining Customer Data Insights is Crucial Online data, especially, is creating new opportunities for businesses to generate new types of value for consumers and new sources of profit, as it represents without a doubt a rich resource of customer knowledge that can support smarter marketing decisions across multiple channels. You can make use of the insights gained through analytics for campaign management strategies or take action on it by embedding analytics into what you‟re doing with your different marketing campaigns, both in batch or real time. And that‟s not even too difficult as the internet, email, data warehouses, radio frequency identification technology (RFID), enterprise resource planning (ERP) software, iPods, cell phones, or virtually any technology that stores digital information, are all repositories for potentially valuable data.The key challenge is rather how to create business value out of all the data available and how to combine all of it in the first place. “If you can learn to look at data in the right way, you can explain riddles that might otherwise have seemed impossible. Because there is nothing like the power of numbers to scrub away layers of confusion and contradiction”, Steven Levitt and Stephen Dubner wrote in their bestseller Freakonomics. And indeed, by mining multiple databases and asking smart questions, there simply has to be an appropriate outcome of useful information. Besides, there has never been a better time than living

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in the digital age where it is possible to collect and store huge amounts of data easily, to start such a venture. Unfortunately, marketers in the past generally over invested in the technology to store and collect data, but did not invest not enough in the key automated analytic capabilities to apply the data to decision management – but it‟s time now to analyze and monetize your data by gaining more insights into the heads of your customers. Integrate analytics into every facet of marketing If you want to properly leverage the data for customer profiling and segmentation, or predictive modeling and forecasting responses to a campaign, there is no other way than to make use of technology that automates the execution of decisions across a complex operating environment. Making their decisions based on segments has been so far easy for mass marketers, as all they had to do was send a predefined set of offers to specific customer groups, which was a one-time, one-way communication. However, with the advent of the internet and other two-way channels, vastly redefined segmentation, which has gone from the basic two segments to millions of segments, is becoming more important to operations. Today‟s customers expect to receive differentiated treatment across different points of interaction, which puts added pressure on marketers to find the right balance in segmentation: it has to be personalized enough to be perceived as “individual” by the customer, yet broad enough so that operations can achieve profitable operating levels. Not to mention that if it is too broad, customers will get turned off and if it‟s too personalized, a company‟s operations may become so complex that it will not be cost effective. Predictive analytics to determine possible out-


BEST PRACTICES & STRATEGIES

comes from a contemplated decision Predictive analytics is the practice of relating what you do know, at the time you make a decision, to what you don‟t know and might happen in the future. By using a variety of statistical, computing, and mathematical techniques, consumer businesses use predictive analytics to find behavioral patterns in historical consumer data that forecast the likelihood of a particular outcome. It is a powerful tool that is able to manage high-volume decisions in near or real time by analyzing billions of historical data points and transactions to isolate patterns and characteristics. The approach of making use of predictive analytics makes obvious that technology, commoditization, deregulation, and globalization has simply changed customer relationship management forever – allowing power and choices to the customers. With a few clicks, they can either buy from you or your competitor. They‟re not just lining up to buy what‟s offered, they expect to be

valued participants in the process, be treated well as individuals, and not just account numbers, and not to have waste their time with empty banter. Taking all this into consideration, it doesn't make it easy to create relevance as marketers still truly need to understand their customers and find a way how to get to know their online behaviour, preferences, and campaign contact history, before being able to develop and design relevant marketing campaigns. Thus, first of all, customer information data has to be collected, aligned, shared, and integrated, which is actually no problem as the availability of raw data keeps getting cheaper to generate. Nowadays, physically and virtually everywhere our lives operate on continual streams of digital data, residing on computer databases, both private and public. It‟s a fact that there isn't a business or consumer anywhere today that hasn't been touched by the trillions of revealing bytes moving through wired and wireless, stationary and mobile information technologies. All 21st-

century operations, no matter the industry or where or how they operate, therefore face the same challenge and opportunity: How to make most out of the unprecedented access to such huge amounts of digital data as well as what to do with this data to stimulate the next wave of business innovation? Internet data masters, such as Amazon and Netflix, have made analytics and algorithms the hottest buzzwords in business, but how many executives really understand what analytics can do for them? Be assured, that it is not all about data, math, analytics or software technology, although all of these elements are important. Successfully using all the data mined and analyzed with powerful software, be it data about customers, markets, industries and competitors, can‟t help that much at the end of the day because it all depends on the decisions made by YOU! ♦ By Daniela La Marca

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The Ideal Marketing Thinking: Inviting Instead of Aggressive Promotional Sales Marketing suffers from a crisis of credibility and are perceived in general solely to support sales. So what can marketers do to be more in control of the revenue process and build the respect they deserve - especially among their operational peers?

Selling is a calling and hard work, but if what you sell is delivering a real benefit to the buyer it is actually quite easy. And it is your job in marketing to give your customers the best advice on how they can benefit from your offer.

Marketing and sales should complement each another, instead of making their life reciprocally difficult, don‟t you think? If marketing and product development are doing a good job, selling should be so much easier and provide the opportunity to invite customers to buy rather than to aggressively praise the goods.

Sales and marketing are truly successful only with the proper common goal: Not selling, but inviting! And in times of social media it will continue to stay that way, as nowadays it is even more than ever expected to reduce the pure advertising slang and cultivate human respect and interest.

What the man at the Apple Store is doing, who sells an iPad2, for instance, can‟t really be described as selling. A lot of people are usually queuing in front of his shop, just waiting to give him their money with a blissful smile on their face. “I invite you to buy my product - if not, the next one please”, is actually what the salesman says and expresses. The real estate agent, on the other hand, who claims that the house would sell if the offer is just below market price and if the loan is already approved, avoids his job.

Just remember that all human beings are programmed for pattern recognition, which is a basic skill needed for survival and is hardwired into our DNA, as we depend on our ability to recognize both danger and opportunities. This intrinsic aspect of our nature allows you to tap into the motivational triggers that govern our subliminal decision-making responses – so don‟t push your clients to buy, invite them!

The duty of a salesman is to allay the potential customers‟ fears and convince him to get involved with something that turns out to be a success in retrospect. Marketing should make it as easy as possible for sales to pass invitations to customers. Therefore, the primary goal of such an understanding of marketing is the creation of a situation in which the sale is just the cherry on the top of the cake and not the only salvation.

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Always keep in mind that good marketing is generally based on a well-thought-of emotional concept, which is especially true on the Web, where content and attention span go hand-in-hand. If your Web marketing is not interesting, informative, and entertaining, it neither will ever be memorable nor have the lasting impact you need to meet your sales and marketing objectives. ♦ By Daniela La Marca


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Experian’s Four-Point Approach on How to Break the Causal Chain of Inaccurate Contact Data Experian released findings from its QAS Data Quality Survey that highlighted inter alia the importance of accurate contact data for businesses in Singapore in terms of stored customers, prospects, business partners and employees‟ contact details.

Reasons cited by respondents for the lack of trust include human error (75%), lack of relevant technology and/or inadequacies in current technology (54%) and an inadequate data quality strategy (34%).

The global survey revealed that businesses in Singapore are at risk of losing millions of dollars from unreliable contact data and emphasizes that robust strategies to maintain data quality are urgently needed to face the challenging market environment.

“While it is encouraging to see that companies recognize the importance of high data quality and have strategies in place to ensure data accuracy, the lack of trust highlights that these are often not followed through,” said Graeme Beardsell, Chief Customer Development and Marketing Officer, Experian Asia Pacific.

The representative research, conducted by Dynamic Markets Limited, covered a wide variety of industry sectors including financial services, public sector and nonprofit, manufacturing, automotive, education, retail, leisure, utilities and telecoms, and transport and travel. Experian‟s survey revealed that despite 88% of businesses implementing a documented data quality strategy, 94% do not trust the accuracy of their contact data.

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“As business data continues to decay by approximately 37% each year, it is imperative that organizations reevaluate strategies to stay on top of the data quality issue. It‟s equally critical to have a way of measuring the accuracy of their data over time, in order to be successful and maximize every dollar spent on customer engagement”, he added.


BEST PRACTICES & STRATEGIES

Further, organizations believe that about 24% of their data was inaccurate and directly impacting on their bottom line and indeed data showed that an average of 14% of departmental budgets are wasted due to contact data inaccuracies. Companies also reported that they had lost potential customers due to inaccurate data input (39%) and lack of complete data (28%). Other issues cited included sending emails to the wrong address (41%), duplicate mailings (37%) and misspelled names and address details (40%) negatively impacting the customersâ€&#x; perception of an organizationâ€&#x;s brand. From an industry perspective, respondents in the financial services industry were more likely to experience challenges linked to data inaccuracies, compared with businesses in other industries including manufacturing and automotive, retail and distribution, utilities and telecoms and other public sector and non-profit organizations. Experian has devised a four-point approach to help companies in Sin-

gapore better align systems and processes to break the causal chain of inaccurate contact data, leading to loss in efficiency, lost business opportunities and low levels of customer satisfaction. The global services company advises Singapore companies to consider the following: 1. Re-examine your data quality strategy Companies need to focus on strategic objectives and ensure they are aligned with business goals. This can increase efficiency and cost savings, while improving customer communications and service delivery. 2. Align organizational processes with the data quality strategy Companies need to identify common errors by reviewing the quality of existing data and how it flows through the organization. The data then needs to be cleaned through the removal of duplicate records and incorrect data, which will help to create a single customer view, besides reducing contact data errors.

3. Select the right technology tools to support your strategy To do this, companies need to first analyze their use of data and which data is used most frequently. This will enable the organization to prioritize the data and determines how best to clean it. The data entry point should also be examined to find out the most effective tools to use for each channel. 4. Outline processes for continued measurement and improvement Companies need to regularly review data quality strategies, evaluate the roles and responsibilities of staff involved, and revisit the viability of processes and technology tools that have been put in place to ensure a high-quality database. These reviews help measure the effectiveness of the overall process while identifying areas for further improvement. ♌ By Daniela La Marca

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BEST PRACTICES & STRATEGIES

Three Reasons Why Customer Response to Advertising Fell by 19% in the First Half of 2011 The Fournaise Marketing Group tracked cross-channel advertising campaigns of its Large, SME and Agency clients across all media - including traditional and online - in 20 countries worldwide and found out that 19% less customer response and engagement in the first half of 2011 has been generated compared to the first half of 2010. Fournaise used its cloud-based Next Gen Demand Generation Tracking solutions - Fournaise CustomerGeneratorTM and Campaigns Performance SoftScore TM - to get insights into the real-time ability of its clients‟ cross-channel advertising campaigns to generate direct and indirect engagement with their target audience.

were 25% less effective than traditional ads for incremental customer demand generation – online display ads and sponsorships were particularly hit, with a 26% and 35% decrease in customer engagement respectively. Based on the critical campaign performance tracking data and target audience analyses, Fournaise identified three key reasons for this fall in customer response and engagement, supporting their clients to take appropriate corrective actions:

 Given the global economic situation, consumers and

Fournaise tracked that:

 Advertising response fell the most in mature mar-

kets (US, Europe and Australia) at 23%. Developing markets like China and Southeast Asia were not spared and faced a 16% decrease in customer engagement with advertising. B2C and B2B ad campaigns were both affected: B2C struggled to generate incremental customer demand with a 20% fall in customer response and engagement rates, while B2B campaigns experienced an 18% decrease. Online ads continued their downward spiral and

businesses have been very prudent, conservative and pragmatic with their spending in the first half of 2011, and have been much less receptive to advertising messages. The advertising campaigns themselves were less effective: their appeal, value propositions and message relevance scored too low on their target audience in the majority of these cases and failed to drive more customers towards the products/services advertised. Marketers and their agencies continued spending too much of their time and money on building awareness through “creativity” and new media, instead of taking the pragmatic approach of focusing on the customer benefits and competitive strengths their products/ services bring to their target audience.

“At a time when CEOs and stakeholders are asking

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marketing to achieve better results and a better marketing ROI to get more customer demand, a 19% decrease in advertising response is alarming” said Jerome Fontaine, CEO & Chief Tracker of Fournaise.

effort from ROI marketers to try to correct that trend, but we also noticed that too many traditional marketers lost sight of the fact that the job of their ad campaigns is to generate customer demand for their products/services, not to just look

pretty and clever in the media” he added. ♦ Source: Fournaise Marketing Group

“We noticed a real down-to-earth

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Research and having the right methodology is one side, but more important is staying on top of the fast moving online scene, with new devices and tons of different new technologies popping up all the time�. ~ Joe Nguyen


TECHNOLOGIES & PRODUCTS

ComScore’s Newly Launched Service Measures Social Media Brand Impressions comScore, Inc. entered the market with a tool that measures social media impressions, called Social Essential, that allows enterprises to analyze their audience across social media, by providing insight into the demographic and behavioral composition of social media audiences, the reach and frequency of social media brand impressions, acumen on competitors, and the ability to tie social media exposure to desired consumer behaviors including brand engagement and spending propensity.

 Actionable. Offers detailed competitive intelligence and insights that enable brands to improve their social marketing strategies and more effectively communicate with their target consumers. Watch the video for more details:

The newly launched Social Essentials tools is able to provide world-wide reporting and analysis of audiences exposed to brand messages over Facebook, while subsequent releases will incorporate findings for additional social media channels, including Twitter. Companies can calculate in that way, their social media range, frequency as well as Gross Rating Points (GRPs) and incorporate the results into their marketing mix. Furthermore, a competitive analysis that includes demographic comparison, user behavior comparisons, and user overlap, are possible. comScore Social Essentials is, according to the company’s website:

comScore’s expansion course

 Quantifiable. Enables brands to understand the size and composition of their social media fan base and the reach and frequency of brand impressions delivered to this audience.  Comprehensive. Provides a 360-degree view of your social media following, including demographic and behavioral attributes, brand engagement, and spending propensity.

In Asia, the online research company started its operations first in Japan and came to Singapore just two years ago, according to Joe Nguyen, Vice President, South East Asia at comScore, Inc. Responsible for new business development and expanding sales of comScore products and services throughout the Southeast Asia region, he managed to rapidly increasing comScore‟s footprint in Asia Pacific, growing its business regionally by around 50% in past years. Just recently comScore released its Q2 2011 U.S. retail

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TECHNOLOGIES & PRODUCTS

e-commerce sales estimates, which showed that online retail spending reached $37.5 billion for the quarter, up 14 percent versus a year ago. This growth rate represents the seventh consecutive quarter of positive year-over-year growth and the third consecutive quarter of double-digit growth rates, that encourages the company‟s continuing pursuit to deepen its research and technology expertise as well as latest acquisitions, Joe Nguyen commented. “Research and having the right methodology is one side”, Nguyen elaborated, “but more important is staying on top of the fast moving online scene, with new devices and tons of different new technologies popping up all the time”. It seems that comScore aces again the challenge of measuring the digital world, considering the fact that around three million unique websites worldwide from 170 countries are tracked regularly throughout all digital media channels, without a problem. Given that the company is now

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tackling social media, which is one of the most complex marketing channels, this is quite impressive. With comScore Social Essentials, brands can gain insights into the value of users exposed to their messaging, measured by whether they are more likely to visit a branded website or conduct a trademark search, consume digital media content or make online or instore purchases. “While understanding social media commands a considerable portion of marketers‟ attention today, many express frustration with the challenge of quantifying the marketing impact of this channel,” said Linda Boland Abraham, comScore CMO and EVP of Global Product Development. “comScore Social Essentials offers an innovative solution to this problem by quantifying paid, earned and owned social media brand impressions so that brands can measure the audiences being reached and evaluate their attributes and resulting behaviors. This capability also enables brands to calculate social media reach, fre-

Joe Nguyen quency and GRPs so they have the metrics they need to incorporate social media impressions into the marketing mix, and ultimately determine their social media ROI.” ♦ By Daniela La Marca


COMPANIES & CAMPAIGNS

Eddie Chau: One of Singapore’s Most Brilliant Visionaries and Entrepreneurs of our Digital Times Just a few months ago Media Monitors acquired a majority stake of Brandtology, a Singapore based online and social media intelligence company that was founded some three years ago by its CEO, Eddie Chau. Asian e-Marketing wanted to find out more about the company, its journey and activities in the region, how it is positioned in Asia, and especially the man that is behind all of it and drives the business. Eddie Chau is still known by many of us as the founder and CEO of e-Cop Pte., Ltd., a company that became a market leader in the Information Security Industry and was acquired in 2007 by a wholly owned subsidiary of Temasek Holdings Pte., Ltd. Eddie pioneered with eCop the first 24×7 Managed Security Services in the world after having left the safe haven of working for IBM and Computer Associates to follow his visions. Currently, his passion is focused on Brandtology, a business and brand online intelligence service provider that enables global brands to manage and extract invaluable insights from consumers‟ conversations in social media. Through an effective combination of proprietary technology, processes and trained professionals, Brandtology empowers companies to stay aware of social media trends and conversations about their brands, competitors and industry, with the support of their team of highly experienced social media analysts. Like a true visionary and avid entrepreneur, Eddie got the idea to start Brandtology quite early, back in 2006, at a time when Facebook was still in its infancy and Twitter had not yet even been born. He has a very keen mind and therefore realized quickly that Web 2.0 had a lot to offer, such as providing information from the consumer point of view that helps companies to improve their services and products. So, after he exited from eCop at the end of 2007, he took a few months off to crystallize the entire business plan and formed Brandtology on 30 May 2008 with a few co-founders. Al-

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though their start was tough, as it wasn‟t the best timing for such a venture, they managed to expand overseas already in the second half of 2009. “We did not see Singapore as the only market and kickstarted China at the same time, but planned to enter the North, South, and Southeast Asian market”s, Eddie elaborated. “Now we have more than 200 people in about 15 countries, we support some 16 languages, and have global customers like e.g. Estee Lauder that we track in the US, UK, Germany, France, Italy, Japan, Korea and China”, he added, proudly concluding: “We have regionally a lot of technology companies with fast moving products as customers, as well as financial companies that are using our services.” According to Eddie, companies only started to spend more money on digital marketing in 2010, when brands became a bit more familiar with social media. Now, since marketers are more educated, they are getting more demanding, he said. “They want to find out how to engage with social media and measure it, are interested in their ROI and KPIs”, Eddie explained. That‟s the reason why Brandtology is continuously working on improvements in their technologies. The company‟s goal is to provide highly accurate and relevant insights in their clients social media campaigns - in multiple countries and languages - that are extremely useful for strategic decision-making in a timely manner. Just as with e-Cop, when something like managed security services actually didn't exist, Eddie has been a pioneer with Brandtology: there was nothing called social media monitoring or measuring at the time when he started the business. Nevertheless, Eddie had a kind of solid perspective of his future business and the development of the industry as a whole. Fortune favors the brave and Eddie embraced with enthusiasm this new challenge, in addition to investing in other start-ups. Still, he would never be able to build up a business like YouTube, he said, simply due to the fact that he is first


COMPANIES & CAMPAIGNS

asking for the revenue model in a very pragmatic way.“I will go for something that has a solid revenue model that means I will sell and they will pay me. I will never go and do something that is free software”, Eddie explained, who is in general a very down-to-earth guy. He attributes it to his upbringing in Hong Kong, believing that it helped him quite a bit that his father ran a small shop and he got used to rolling up his sleeves at an early age and doing various things at the same time. He pointed out that family support is most important before starting any new business venture as well as having a strong conviction that the scope is manageable. “To be honest if my family at the time did not support me, I would have thought very carefully as whether to step out. My two kids at that time were only a few years old,

it was tough”, he said, referring to the fact that he was already 39 when he decided to become an entrepreneur. Developing a highly effective combination of proprietary technology, processes and trained professionals Brandtology‟s world leading methodology involves extensive data mining, influence and sentiment defining technology overlaid by extensive quality control and deeper content analysis from expert social media analysts. Eddie and his team will continue to provide the best possible media intelligence across all forms of media, tailored to their clients‟ needs. To no surprise the company has grown exponentially in a short period of time and is processing by now over 100 million online conversations per month, with more than 170 analysts spending over 20,000

Eddie Chau hours a month analysing social media conversations for many of the world‟s leading brands across finance, technology, health care and FMCG. Keep it up Eddie! ♦ By Daniela La Marca

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Rubbing Shoulders with Asia’s Crème de la Crème in Digital Marketing Econsultancy is expanding its global presence to Asia with the launch of its Digital Cream brand in Singapore. The event series already successfully running in London, Dubai, New York, and Chicago, finally comes to Asia, starting with Singapore this year and is planned to spread across several Asian markets in the future including Shanghai, Hong Kong and Sydney in 2012.

planning to offer a M.Sc. in Digital Marketing Communications and M.Sc. in Internet Retailing, that already runs in the UK in conjunction with Manchester Metropolitan University (MMU) and will soon do so in Singapore, too. It‟s Econsultancy‟s strategic step to offer their best in class expert content, industry leading events, and their high level of training and strategic consulting to discerning businesses and agencies in the region.

Digital Cream Singapore will be held on November 10, 2011 and will gather 100 senior digital marketing and ecommerce experts to discuss best practice online marketing. The one day event will feature 10 independently moderated roundtables on various digital marketing disciplines including E-commerce & Site Conversion, Email Marketing, Online PR, Search Engine Marketing & Optimization, Social Media, Web Analytics and Data Analytics.

“We‟ve invested heavily in expanding our business internationally over the past two years, largely to meet client demand for supplying our services beyond the UK. The focus for growth has been principally directed towards the US in recent years, but we expect this effort to shift, as we expand our activities across Asia over the next 2-3 years,” Ashley Friedlein, Econsultancy‟s CEO, stated.

Delegates will discuss online channel investments, technologies, agency selection and local/regional challenges that they all face in delivering best practice digital marketing and advertising.

“Asia represents a tremendous opportunity for us to reshape our service offering and tailor it for the APAC digital community, and to play a role in the fastest growing online marketplace in the world. Some of the best innovation in areas such as social and mobile is currently taking place in Asia, which we feel is going to be of great interest and value to the global digital marketing community”, he added.

This event's unique format is a 'hand-on' roundtable forum for the most senior client-side digital marketers in Asia and is organized in co-operation with MediaBUZZ and Asian e-Marketing who are supporting Econsultancy's ambitious expansion plans in Southeast Asia over the next two to three years. The company is launching, for instance, a range of highly respected academic courses in Southeast Asia, with Singapore acting as the hub and ideal central point for APAC students to access cutting edge digital marketing learning. The company will provide their digital marketing knowledge and training in the region, and is

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Visit http://econsultancy.com/events/digital-creamsingapore to request your seat at the free-to-attend roundtable event for senior client-side/corporate marketers and e-tailers. It‟s the place to be if you want to join the crème de la crème in digital marketing! By Daniela La Marca


If the explanations above are too complicated, just keep marketing expert Tony Lennon in mind who believes marketing effectiveness is quintessential to marketing, and even goes so far as to say “it's not marketing if it's not measured�.


BUZZWORD

Marketing Effectiveness There is a growing need to measure the effectiveness of marketing activities, especially in today‟s digital age, therefore in the context of this issue take a look at the definition given by Wikipedia which should be inspiring. Marketing effectiveness is the quality of how marketers go to market with the goal of optimizing their spending to achieve good results for both the short-term and long -term and is also related to Marketing ROI and Return on Marketing Investment (ROMI).

the impact these factors can have on our consumers can help us to design programs that can take advantage of these factors or mitigate the risk of these factors if they take place in the middle of our marketing campaigns.

The concept of marketing effectiveness first came to prominence in the 1990s with the publication of Improving Marketing Effectiveness by Robert Shaw that won There are five factors driving the level of marketing efthe 1998 Business Management Book of the Year fectiveness that marketers can achieve: Award. 1 Marketing Strategy – Improving marketing effectiveness can be achieved by employing a superior Marketing effectiveness has four dimensions: marketing strategy. By positioning the product or brand correctly, the product/brand will be more suc1 Corporate – Each company operates within differcessful in the market than competitors‟ products/ ent bounds, determined by their size, their budget brands. Even with the best strategy, marketers and their ability to make organizational change. must execute their programs properly to achieve Within these bounds marketers operate along the e x t r a o r d i n a r y r e s u l t s . five factors described below. 2

Competitive – Each company in a category oper- 2 ates within a similar framework as described below. In an ideal world, marketers would have perfect information on how they act as well as how their 3 competitors act. In reality, competitive marketing information is hard to come by.

3

Customers/Consumers – Understanding and taking advantage of how customers make purchasing decisions can help marketers improve their marketing effectiveness. Groups of consumers act in similar ways leading to the need to segment them. Based on these segments, they make choices based on how they value the attributes of a product and the brand, in return for the price paid for the product. Consumers build brand value through information, received through many sources, such as, advertising, word-of-mouth and in the (distribution) channel often characterized with the purchase funnel, a McKinsey & Company concept. Lastly, consumers consume and make purchase decisions in c e r t a i n w a y s .

4

Exogenous Factors – There are many factors outside of our immediate control that can impact the effectiveness of our marketing activities. These can include the weather, interest rates, government regulations and many other things. Understanding

Marketing Creative – Even without a change in strategy, better creative can improve the results. Marketing Execution – By improving how marketers go to market, they can achieve significantly greater results without changing their strategy or their creative execution. At the marketing mix level, marketers can improve their execution by making small changes in any or all of the 4-Ps (Product, Price, Place and Promotion). Without making changes to the strategic position or the creative execution, marketers can improve their effectiveness and deliver increased revenue by managing and executing each of their marketing campaigns better. It's commonly known that the consistency of a Marketing Creative strategy across various media (e.g. TV, Radio, Print and Online), not just within each individual media message, can amplify and enhance the impact of the overall marketing campaign effort. Additional examples would be improving direct mail through a better call-to-action or editing web site content to improve its organic search results - marketers can improve their marketing effectiveness for each type of program. A growing area of interest within Marketing Strategy and Execution are the more recent interaction dynamics of traditional marketing (e.g. TV or Events) with online consumer activity (e.g. Social Media). Not only di-

46


rect product experience, but also any stimulus provided by traditional marketing, can become a catalyst for a consumer brand "groundswell" online as outlined in the book Groundswell. 4

Marketing Infrastructure, also known as Marketing Management – Improving the business of marketing can lead to significant gains for the company. Management of agencies, budgeting, motivation and coordination of marketing activities can lead to improved competitiveness and improved results.

5

Exogenous Factors - Generally out of the control

of marketers, external or exogenous factors also influence how marketers can improve their results. Taking advantage of seasonality, interests or the regulatory environment can help marketers improve their marketing effectiveness. If the explanations above are too complicated, just keep marketing expert Tony Lennon in mind who believes marketing effectiveness is quintessential to marketing, and even goes so far as to say “it's not marketing if it's not measured”. ♦ Source: Wikipedia

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APPOINTMENTS


APPOINTMENTS

The International Conference on Online Media Measurement (I-COM), is increasing its involvement with the Asia Pacific region by expanding its presence and engaging with local and regional associations that are driving the future of Online Measurement. I-COM focuses on exploring measurement issues facing the Digital Advertising Industry, with the goals of international cooperation, information sharing and working toward consensus on best practices. In order to facilitate the regional engagement, I-COM has appointed Shashank Tripathi as Vice Chair, Asia Pacific. Tripathi most recently held the post of Regional Executive Director, Asia Pacific at StarcomMediaVest Group.

Shashank Tripathi

Shashank Tripathi is a senior marketer with global experience in 22 countries across three continents, and has been based in Hong Kong, Tokyo, London, Chicago and Singapore. He has also held regional and management roles at Mindshare, Universal McCann, Leo Burnett, Dentsu and PriceWaterhouseCoopers. He has had diverse exposure to marketing strategy, media, public relations and analytics with the world‟s leading consulting firms and networks, and brings this experience to his position at I-COM. ♦

Mediabrands appointed David Clugston as Head of Analytics, Asia Pacific. Based in Singapore, David will work closely with Mediabrands‟ clients to deliver high-quality, timely analytics that improve marketing decisions and will be supported by the agency‟s Analytics Hub. Data analytics are at the core of marketing, and Mediabrands is dedicated to building a full-fledged analytics solution to help marketers get return on their investment. He joins from R3, where he helped establish the consultancy‟s marketing ROI business in Asia. Prior to R3, David was Regional Director of Analytics at Mediacom in Singapore, where he was Head of Direct Strategy at MPG Australia. At MPG, David was an innovator in direct response media environments, in addition to providing clients with media ROI insights that informed media allocation and strategy. David began his career at Smith‟s Snackfoods as a service and distribution analyst. ♦

David Clugston

Cable&Wireless Worldwide appointed Bhupinder Singh as Country Manager for Hong Kong. He will hold this new position in addition to his current role as the Vice President for Delivery, Asia-Pacific for the mission critical communications provider. Bhupinder has over 16 years of experience in successfully delivering strategic programs across private and public industry sectors including telecommunications, banking, utilities, manufacturing, oil and gas. The company's Asia Pacific business has, in the past year, extended its world-class network in the region with the commissioning of its own backhaul network in Hong Kong. In addition, it has also secured a Unified Carrier Licence from the Hong Kong Telecoms Authority, which allows it to provide and operate a public internal telecoms network and sell an expanded scope of telecoms services to customers. ♦ Bhupinder Singh

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APPOINTMENTS

Independent search marketing network, AdLux, has announced the appointment of Stacy Morgan to Vice President of Account Services. Morgan, who is based in the company‟s San Francisco office, was the most recent senior hire from Silicon Valley, joining AdLux from US search network LookSmart, where she previously held various senior roles across the business including Director of Network Program Development and Director of Account Services. She will lead and manage the client services team globally. AdLux reported record Q2 revenue figures for 2011 and expanded into the Southeast Asia market. ♦

Stacy Morgan

Convergys Corporation, a global leader in relationship management, announced the appointment of Maria Victoria (“Ivic”) Mueco as Country Manager for its customer management operations in the Philippines. Mueco will be responsible for overseeing the operations within Convergys‟ 15 contact centers and nearly 25,000 customer management employees in the country. ♦

Accomplice, one of Singapore‟s integrated engagement agencies, is celebrating their first anniversary with the announcement that the company has experienced significant growth and will continue to launch new and innovative services for their clients. Companies definitely realized by now that digital and social media campaigns can actively influence and enable purchases as within one year, accomplice‟s unique style of offerings have attracted Asia‟s leading brands such as Panasonic Asia, Toyota, Lexus, Standard Chartered, Avaya, Brocade, to name just a few. Proudly “Made-in-Singapore” and independent, accomplice was started in August 2010 by industry shakers Tobias Wilson, Francis Choo, and Ed Choa, with the aim of filling a gap left by the big agencies but not bridged by the smaller boutique agencies – providing big agency ideas and execution with small agency manoeuvrability ♦

Estée Lauder reappointed Blugrapes as its Social Media Agency in Singapore for 2011-2012. Blugrapes will continue to be in charge of managing Estée Lauder's social media activities by providing strategic and management services on social media platforms, including direction on strategic development, content creation, media optimization and development of application solutions. The agency has been managing the Estée Lauder Singapore Page since late 2010 and was re-engaged following a closed door pitch. ♦

ZUJI Asia Pacific has appointed Sydney-based creative agency, The Hallway, to develop a robust brand blueprint for ZUJI in the Asia Pacific region. The Hallway‟s new regional relationship with ZUJI Asia Pacific follows their work on the communications planning and creative development behind the recently launched campaign for ZUJI Australia, using “Travel Your Way” as the theme for TV, outdoor, print and online communications. The work ZUJI Asia Pacific APAC has commissioned from The Hallway will focus on plans to accelerate ZUJI‟s attractiveness to Hong Kong and Singapore-based travellers with consistent communication campaigns across Asia Pacific as ZUJI rolls out its new brand platform. ♦

Daikin, a leading producer of air-conditioning units, has appointed PHD as their agency-of-record for Australia and New Zealand. PHD Australia and Spark PHD (New Zealand) will be starting to work on the $5M account with immediate effect. ♦

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APPOINTMENTS

Network Box won two Hong Kong Computer & Communications Brand Awards for “The Best Managed Network Security Services” and “Unified Threat Management” on 19 August 2011. The ceremony was held by The Chamber of Hong Kong Computer Industry, in conjunction with Metro Broadcast. Network Box is a leading Managed Security Service Provider. Network Box‟s Unified Threat Management includes Firewall, VPN, IDP, M-Scan Anti-Malware, Z-Scan Anti-Malware, Anti-Spam, Content Filtering, Data Leakage Protection, Vulnerability Scanning, and Network Box‟s award-winning real-time PUSH update technology, 24x7 monitoring, and expert remote management, which protects against both known and unknown cyber threats. ♦

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IMPRINT

MediaBUZZ Pte Ltd, launched in early 2004, is an independent online publisher in the Asia Pacific region, focusing on the business of digital media and marketing. Asian e-Marketing is a true pioneer in Asia Pacific’s digital marketing scene, empowering e-marketers in the vibrant and fast-paced electronic marketing environment. Key sections include e-marketing tips, best practices and trends/statistics, legislation affecting e-marketing, training the spotlight on companies and their e-marketing campaigns and e-marketing leadership profiles. Click here for the latest online edition Editor-in-Chief: Daniela La Marca Contributing Writer:

Interested in Advertising? Check out our media kit and prices. Or drop us a line (info@mediabuzz.com.sg) if you are interested in becoming the exclusive sponsor of an issue: Phone: +65 6836 2807 Fax: +65 6235 1706

Rohit Dadwal, Managing Director, MMA Asia Pacific Limited Song Tang Yih, Vice President, Palo Alto Networks, Asia Pacific

Sales & Marketing: Andrew Lam Ralph Leonard

http://www.mediabuzz.com.sg http://www.mediabuzz.asia

IT & Design: Adeline Lee

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Published monthly by MediaBUZZ Pte Ltd 24 Cairnhill Road Singapore 229654 Tel: +65 6836 1607 Tax: +65 6235 1706

Copyright 2011 MediaBUZZ Pte Ltd, - Registration No. 200470301C

Asian e-Marketing August 2011  

Asian e-Marketing August 2011

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