Tag Archives: apac

From IOP to IOT: Consumers, Marketers and the Connected Future

Aparna Krishnan, Associate Director of Strategic Planning, Mindshare, Malaysia

From the Internet of People (IOP) to Internet of Things (IOT): we are at the cynosure of behavioural change and technology. Asia Pacific known for its heterogeneity is a motley of sub-cultures and mind-sets, yet consumers in the region are unvaryingly relinquishing control and giving authority to technology. The screen bathing Asian consumer is appraising Connected Living as an evolution mandated by reliance on technology and the need for convenience. The numbers say so.

Within the APAC region, the adoption rates for smart technologies/connected objects have been slow yet steady. The most popular connected object being Smart TV, followed by Smart wristbands and then the Smart watch. In terms of appetite of markets towards connected objects – China leads ahead of the curve, followed by Thailand and then Japan.

sdhliush;ODQSource – Global Web Index, Q4 2016

In lieu of the profusion of data and our knowledge on adoption of smart technology, below is a realistic prophecy at APAC’s ‘smart’ future both from a Consumer and Marketer perspective.

The Consumer Perspective

The jarring digital sever at home

With the multitude of solutions that smart objects provide, more and more consumers could fall prey to the Ostrich problem – the tendency to bury their head in sand and intentionally avoid or reject information. Picture this – a family sitting around a smart dinner table not talking to one another in the real world, the parents looking at data records transmitted to the table from the kid’s shoe that monitored how the kid had been holing up and not interacting with friends!

Connected living could be constructing glass walls between individuals who can communicate with each other but instead choose not to. We could be rewiring ourselves to function better online than offline!

Return of TV time!

With Connected living freeing up more time in consumer lives there is bound to be a rise in Couch Culture, this could possibly spell the comeback of TV time in Asia. It might not be linear TV or a streaming service on the TV screen it could be content being rendered on any flat surface in a smart home. This surface agnostic content streaming could be intuitive and customized with input feeds from other smart objects such as their mood info relayed from their smart clothes.

Picture this –  In Singapore, an overworked millennial is trying to get some sleep after a long day at work, however brain activity measured predicts that sleep will be induced only 3 hours later thereby turning the ceiling into a screen streaming his favourite TV show that automatically switches off when he dozes off.

Circle of Trust will wear out

Due to the eavesdropping ability of connected objects privacy concerns in consumers will touch an all-time high. Mindfulness of consumers towards the types of data being collected and shared by connected objects will be questioned; they will empower themselves to read the labels (like wash care labels) on smart objects. Because of a chunk of responsible and mindful consumers there will emerge conversations around what kind of data can be shared and stored by smart objects. This could possibly also create room for housekeeping rules related to privacy.

Living in the moment, we are all aware that though data steers the marketing of today, it is the consumer who keeps control. This is explicit from the fact that in spite of exponential growth in mobile penetration advertising is not embraced to the same extent. In such a chaotic context, we marketers cannot be desperate for order and a rulebook – we must avoid being overwhelmed by the data and avoid a fool’s rush in mentality.

The Marketer Perspective

Real time data will deliver immediate insights

There will be a new source for observed behavioural data of consumers that could feed in as inputs enabling faster insights into product performance, consumer trends and purchase behaviour. For example, through connected vending machines, Coca-Cola reports spikes in its beverage consumption on college campuses before certain television shows air, a specific insight that not only leads to better understanding of customer demographics, but one that also presents opportunities for targeted marketing.

Diversity in devices and skills

There will be richer diversity in the ‘devices’ and ‘skills’ that can integrate with AI systems , fuelled by an open source model.

Eg: C by GE is a table lamp that incorporates the Alexa Voice Service, a microphone and a speaker, and consumers can use it without possessing an Echo – or even a smartphone.

Hyundai providing members of its My Hyundai program with the ability to start their vehicle, set the internal temperature and switch on the lights before leaving the house.

Shift in the dynamics of advertising

There will be a transformation in the way low involvement products are being purchased.

FMCGs being the key Adex contributors in the APAC region could be frontrunners and the biggest beneficiary of Smart living. The replenishment of detergents by the washing machine through e-commerce partnerships, the refrigerator ordering milk for you to pick up on your way back home etc. The categories and brands with loyalty and high frequency of purchase stand to benefit the most. It might even usher in a change in the dynamics of advertising – with marketers having to focus only on brand building efforts.

A breakthrough example of Connected objects used as a marketing tool to deliver sales is the case of Rexona Deodorant in Malaysia. We used Wearables to communicate the Motionsense technology that releases freshness withheld in capsules on moving. This was a great example of media integrating with Smart objects to deliver business results, a 2% increase in penetration!

Undoubtedly, adrenaline times are here!

As marketers in the quest to future proofing businesses in the Connected landscape, we need to win both hearts and minds; the trick is to be User first, technology second and to dwell in the possibilities.

Digital in Asia 2017 Overview

Digital growth accelerated over the previous 12 months in Asia Pacific, with internet users up 15% to pass the 1.9 billion mark. There are now also 4 billion mobile phone subscriptions across APAC, a penetration rate of 96%.

These findings have exciting implications for businesses, governments, and society, but they are also testament to the speed with which digital (and mobile) connectivity is changing the lives of people in the region.

More than 1.4 billion Asian consumers now use social media on a monthly basis, with 95% of them accessing platforms via mobile devices – the highest ratio in the world.

Digital in 2017: Southeast Asia

Digital in 2017: Eastern Asia

Digital in 2017: Southern Asia

Digital in 2017: Australia, New Zealand & The Pacific

Source: We Are Social

APAC Content Marketing Predictions for 2017

2016 was the year where content marketing went from a discussion point to a business imperative in Asia. But what’s next? What are the trends we expect to see in 2017?

We asked the board members and guests of the Asia Content Marketing Association (ACMA) for insights. And here they are.

Connecting the dots

In 2017 I think we will see more and more content marketers connecting more of the dots in the ecosystem – from data and analytics through to rich storytelling to commerce. It’s absolutely critical for content creators to be able to do this in a market where production margins are being eroded, competition and audience expectations are increasing and attention spans are shortening.

Josh Black

CEO – GroupM Content Asia Pacific

The changing face of influencers

With reduced organic reach, influencers have become an important part of the marketing mix. There’s a trend within influencer marketing to move away from employing A-list celebrities with huge reach but little relevance, to brands starting to realise that their budgets are spent more effectively recruiting micro-influencers who have a genuine relevance to the brand, rather than using one A-list influencer. These influencers allow brands to get in front of a relevant audience that’s likely to be more engaged and the influencer comes across as more authentic.

Simply put, a micro-influencer is someone with between 10,000 to 150,000 followers on Instagram, whereas a mid to top-tier influencer has over 150,000. Although a user’s amount of followers varies for each account, we’re beginning to realise that this particular group of individuals has the ability to change the way brands work with influencers forever.

Influencer marketing will continue to mature, as brands struggle to reach people organically, along with the rise of adblockers, meaning brands will need to use influencers as part of their distribution strategy.

Shamila Gopalan

Founder and Managing Director, Blink Asia

Woe, woe and wooooooooooh…

In Cassandra mode, I have two predictions. The first is that we’re all screwed…we’ll be replaced by robots. Recently, a friend at a global agency that, out of respect for its privacy, I’ll refer to only as Ogilvy, which also happens to be its name (I know; what are the chances?) made a series of increasingly complex arrangements for a lunch meeting with a potential supplier. Only afterwards did he learn that the arrangements on the supplier’s end had been made 100% by bot.

My other Cassandra conjecture is a huge rise in the implementation of content curation. With increasingly shrinking budgets, I fear that ‘curating’ existing content from the internet rather than commissioning original stuff will prove only too attractive to the bean counters in procurement.

In Pollyanna mode, however, I’m predicting (with fingers and all other extremities firmly crossed) that 2017 is the year we finally get affordable, accessible VR. The potential to engage consumers like never before and improve the marketing of even the smaller brands through experiential content is truly exciting.

Henry Adams

Founding Partner, Contented

Sorting business from the inside out

Focused on my specific area, I want to highlight two critical aspects that must happen in Asia for brands to not just embrace content marketing, but to flourish by committing long-term to it.

The first is getting businesses organised and transformed from the inside out. The whole business must get behind content marketing, and while the marketing team enables it, everyone needs to get on board and it starts at the top. Content marketing needs to become the beating heart of every business, which means the existing siloes of organisations (siloes of separation and internal competition) must come down, and collectively, everyone become aligned and focused 100% to serve the customer. It’s truly transformational stuff.

The second is employee advocacy. This is going to be a hot trend of 2017, but too many businesses (and those selling employee advocacy solutions) are only looking at employees as mouthpieces for brands. This is definitely not what employee advocacy is about.

Employees must be advocates for themselves first, the brand second. And not only are employees advocates, but content creators in their own right. This is how we move from content shock to content value, because it is created by the people who know your business and know your customer.

Both trends are big mind shifts for businesses, but the ones who get it, understand it and unleash the pure power of their employees; will see truly magnificent results. It’s time to unleash the humans of business – the reason your customers do business with you.

Andrea Edwards

CEO and Founder, The Digital Conversationalist

Quality content only game in town

Hmmm, *strokes chin*, I predict the VR/360 consumer hype bubble will burst as the realisation dawns that wearing a digital blindfold no matter what it’s screening is not a comfortable experience. Strictly niche and professional uses will be the end result of the VR/360 hype.

Quality content will be the only game in town worth playing in. Enlightened clients are already rewarding those willing to resist the race to the bottom that is competing on price.

New terminologies will start to take hold. I’ve been thinking a lot about how storytelling as part of a feed is now a thing, what do we call that? The old broadcast and print terminologies will slowly be replaced.

Simon Kearney

CEO and Co-Founder, Click2View

2017 will be the year of delegation

We’ve seen how powerful great creators can be in some of the stand out executions of 2016, but we’ve also seen how innovation can be stifled by hierarchies and committees. In 2017 we’ll see senior management embracing core messages and style guides as their primary control mechanisms, whilst genuine innovation will be delegated to the practitioners that deliver it best – inspired imaginations, informed insights and a flair for originality that transcends everyday thinking.

Nick Fawbert

Founder, Mutiny Asia

Time of content eco-systems

2017 will finally be the year clients buy in to the notion of the content ecosystem. The understanding that all of their platforms and customer touchpoints, both online and offline, need to be connected with one voice. The content ecosystem ensures that customers get a consistent message and experience wherever they touch the brand.”

Simon Cholmeley
CEO, Novus Asia

Personalisation

2017 will be the year of personalised or adaptive content.  With programmatic becoming the increasing norm, we’ll see content ideas re-purposed into multiple iterations; allowing for greater personalisation with data and tech driving the relevant distribution.  However, tech won’t rule the industry.  We’ll still need humans to develop unique insights, a sound strategy, great content creation, solid execution and analysts to interpret results.

Mike Jackson

Managing Director, MEC Wavemaker 

Partnerships and M&As

This is the time for strategic partnerships and M&As across industries, verticals and platforms. This is the time to redefine the role of content and the role of access. Our role as content marketing leaders will be to provide the methodology, process and management of the role of content across these new constellations.

The Microsoft/LinkedIn acquisition marked the dawn of this new era, not just a new trend for M&As but a clear recognition by tech companies that they need to invest in content, content platforms and distribution channels. The interesting shift in focus here comes from what’s clearly a recognition by companies that the future formula is to own both the access to the audience, the content and the conversation.

BandLab partnering with Rolling Stones and AT&T acquiring Time Warner are perfect examples of this, where they are securing the ownership of a bigger ecosystem. With social and amplification channels increasingly becoming paid only and the organic aspect dying away, the importance of building your house on your own property and not on rented land is increasingly clear and I believe these M&As and strategy partnerships are part of responses to this shift.

The race is now on to ensure company-owned property controls the access, the content and the conversations across the ecosystem. I think we will see the AliBabas and Ciscos of this world acquiring the Walt Disney’s and NYT’s of this world!

Hedvig Lyche

Global Strategy Director, King Content

Last but not least, it’s all about the data

Content Marketing has been a growing area of focus in recent years. In 2017, we expect to see data being utilised to far greater effect – both in measuring the performance of content as brands strive to understand exactly what is capturing the attention of their consumers, and in measuring the effective amplification of content. This is vital if you want people to actually read/watch what you’re producing. Knowing which channels are the right ones to reach your audience is just as important as knowing what interests them!

Adrian Watkins

Managing Director and Co-Founder, PerformanceAsia

What prediction resonated with you? What was missed? What contradiction did you pick up?

Happy Holidays and here’s to an amazing 2017 for content marketing in Asia.

Samsung is Top Brand with Asian Consumers, ahead of Apple

Brands at the forefront of tech and media shine in the 2016 Asia’s Top 1000 Brands ranking. Number 1 position was taken by Samsung, with Apple and Sony in 2 and 3 respectively.

Samsung retained its top spot in terms of customer perception, despite a tough year which saw mobile phone sales squeezed by Android competitors. They released the Galaxy S6 Edge Plus and Note 5 in August 2015, beating new iPhones to the market by about a month. These models debuted after slow sales of the premium Galaxy S6 prompted price cuts and customer refunds. Samsung then wasted little time in launching the Galaxy S7 Edge in January 2016, largely to favourable reviews for its expandable storage, a dual-pixel camera, battery and always-on display.

In the new entries, Airbnb’s debut on the Top 1000 Brands ranking means it’s only a matter of time before Uber, Netflix and Grab displace more traditional incumbents.

Find the full Campaign Asia Top 1000 ranking here.

State of Global Mobile Advertising 2015

Latest report from Opera Mediaworks covering Mobile advertising in 2015. Interesting to see Australia leads the world when it comes to use of video advertising on mobile.

Opera Mediaworks State of Mobile Advertising Q3 2015

A few other highlights:

  • Games is no. 1 for revenue. Games publishers accounted for 23.7% of revenue on the mobile ad platform, making it the top revenue-generator, beating out traditional leaders Social Networking and Music, Video & Media. Games also has a high revenue-to-impression ratio (nearly 3X), which indicates its monetization potential.
  • News & Information creeps up the rankings. News & Information took the no. 2 slot for revenue generation (18.3%) and for impression volume (17%), which is a boost from the 10% it captured in Q2.
  • Social share slips, but still on top for traffic. Social Networking apps and sites continue to be served the most impressions (18.7%), albeit a dip from the high volume it had in previous quarters (around 31%).

Asian Brands must be more Innovative than those in the West

According to a recent Razorfish digital marketing report, Asian Marketers must be more innovative and forward-thinking than their western counterparts, to meet the technology-driven expectations of consumers in our region. Asian consumers are not only reporting higher ownership and usage of technology, they also hold higher expectations of brands and technology overall. 

We talk to Joanna Kalenska, Managing Director at Razorfish Hong Kong, about Asian consumers, brands’ challenges and opportunities.

joanna kalenskaDIA: Hi Joanna, how are you?

JK: Doing fantastic, thanks.

DIA: So we’ll leap right in there. Marketers are underestimating the digital divide between Millennials and Gen Xers. How do you think this applies in Asia? Can we even say that Gen X exists in Asia?

JK: What’s fascinating about this region is the fact that when it comes to technology the differences between the generations are minimal. And this came as a clear finding during our global research report Digital Dopamine. It seems that enthusiasm towards technology is age independent in markets like the US or UK, where the differences are more prominent. But not in China for example, where despite a relatively low internet penetration people are more savvy and demanding when it comes to their technology expectations. This lack of legacy has allowed Asian markets to leapfrog directly to quite advance digital behaviors.

Also, culturally, in China, peer-to-peer purchases are part of everyday life, and so social commerce has become a widely accepted, very normal practice. And it is this that has also led to less of a gap between Gen X & Y in China, in so far as digital usage is concerned. Generation X in the West, has had to learn to trust new platforms from the start, compared to Generation Y, who grew up with this practice.

DIA: Brands need to focus more on being useful than on being interesting. Can you talk about how this applies to Asian markets? In markets where a lot of basic infrastructure is missing, do you think brands have more of a role to play?

JK: Absolutely, and precisely for that reason. To win, brands as a service must deliver meaningful utility / value everyday to stand out from the crowd. Digital Dopamine showed us Asian consumers adopt and embrace technology quickly. Often, quicker than brands are able to implement the correct infrastructure to enable experiences at the expected level. Consumers won’t wait for brands to catch up. This means that at the point where longer-term strategies are already defined, brands need to think in a fresh and innovative way. Tech-savvy consumers are not as much interested in a brand’s reputation as before, their loyalty is determined more by the total satisfaction of the brand’s omni-channel experience. Especially in Asia where there is a lot of noise and a lot of choice.

DIA: Omni-channel customers still encounter a number of friction points as they dip between online and offline platforms in search of cross-channel convenience. Do you see any interesting trends or consumer behaviours emerging specific to Asia to solve this issue?

JK: This remains a big challenge for most brands, and therefore consumers. Considering how long this concept has been on the table it’s quite surprising how slow brands are at adapting. The biggest obstacle for real omni-channel is a single view of the customer, which has been restricted because of legacy systems. Smaller, more agile brands have more chance to succeed but they often lack resources and funds to make a real and noticeable difference. To enable a smooth transition and be able to deliver on an omni-channel promise, businesses need the right data and technology infrastructure. This does not, however, stop brands from moving towards platform integration in smart and simple ways. Each business can deliver a short, medium and long-term solution to surprise and delight their customers, examples include extending catalogues online, order online & collect instore initiatives, pick in store & deliver to home or office, and more.

DIA: While we sometimes focus on the rational benefits of technology, digital interactions affect us on a biological and emotional level. Do you see marketers moving brand budget to digital yet at scale? We often think Asia is especially tech obsessed. Is this a more relevant trend here than anywhere else globally?

JK: Nowhere in the world are people as obsessed with their phones as here in Asia. Mobile first – brands have got to be mobile and social, because social proof makes the decision for the buyer.

Secondly, buying online here is very emotional and seen as gifting yourself, providing a digital rush of sorts.

DIA: What’s the future for agencies in a fast, nimble, social media world?

JK: A never-ending funnel of smart and simple ideas. We rely on clever people – that’s our IP. Being curious, quick, yet diligent and considerate has been keeping Razorfish at the top of the consideration list for our clients.

DIA: Do you think Asia has a talent problem in digital marketing and media?

JK: I think the talent problem in digital marketing is not only an Asia issue. Experienced marketers have not caught up with the ever-changing technology, and younger generation often believe that being a native user makes them know what’s required. There are very few professionals who can think and talk at the brand and business level, being at the same time connected to the target audience and the way they engage and embrace technology.

We also live in the time where everything is instant and there seem to be less time for understanding market, product or target audience context. I don’t think WHY is considered before the HOW is agreed. But this takes confidence and experience. In a world where people change jobs every 18 months, there is very little know-how building and seeing the results of your decisions or recommendations – both on the agency and the brand side.

DIA: Is advertising all about the algorithm now? Do you see data and automation emerging as serious trends in your markets?

JK: Yes and No. It can never just be about the algorithm. Real time marketing does require a deeper understanding of the audience and uses programmatic targeting and retargeting to reach them in context, when and where our message is useful. But it also requires smart human truth creative in order to be really effective.

The big problem we have in Asia is a real lack of data-led insights, because firstly, companies have never needed to collect data, they had it very easy until now, and secondly, if they have data, they are very reluctant to share it, because it might give away a competitive advantage. This will change in time once a few players have realized how great data-led insights and briefs can drive transformational execution.

DIA: We see a lot of hype around mobile, but is it really a channel to be taken seriously yet?

JK: Is this a trick question?!

DIA: Not a trick question! We are interested in both the buzz and the reality on the ground. How much attention are your clients putting towards mobile?

JK: Mobile as a content provider, mobile as a device, most of us can’t imagine life without or another channel to push advertising onto. We are asking about rational benefits but aren’t we past that, mobile is affecting us on a biological and emotional level. You can read about these effects in our report, Digital Dopamine. Digital Dopamine points out 87% of Chinese consumers report often feeling dependent on technology, that’s a pretty extreme demonstration of its importance.

Mobile-Mad is Asia, even more than the Middle East. Asian consumers are way ahead of brands in terms of how and what they use their mobiles for. Brands think that a mobile enabled site is enough, well it’s not nearly enough. Content has to be rethought to fit the smartphone screen in its entirety, and still too many clients are thinking about big screen content, which ends up looking ridiculous on the small screen. What’s worse, it doesn’t deliver the value consumers are looking for.

DIA: Oreo famously made a splash during the Super Bowl with a clever tweet during the blackout. Does something like that move the needle, or is it just something we talk about for a tiny cycle and then forget?

JK: I don’t think it’s always about moving a needle. Sometimes it’s about quick, fresh and clever thinking. Oreo did exactly that, clever thought using a popular platform. There was nothing groundbreaking about it, but it was spot on, real time marketing. So few brands are ready for it.

DIA: If you could choose between working in the sleek tech-driven world of modern advertising, or the days of Don Draper and Mad Men, what would you do?

JK: Without a doubt in the sleek tech driven word. I think the task is much more interesting and challenging on many levels. We are being challenged every day, by new technologies, by changes to legislations, new platforms, hardware software, we have to be engaged and interested or we will fall behind very quickly. 15 years ago it was easy to be an expert in a particular field. It took ages before anything changed so you could gain deep experience. We now need to be experts in a new area every day, that’s not easy and it takes a lot of intellectual openness and fresh thinking. Having said that, the creativity and courage of Mad Men mixed with the curiosity and connection of digital would be perfect.

DIA: Thank you for a hugely interesting discussion. Looking forward to chatting again soon.

Mobile Viewability: The final frontier

Mobile is a hot topic. Viewability is perhaps even hotter. Bring the two together and you have some sort of digital marketing nuclear volcano.

Well maybe. Mobile viewability is a subset of the overall “has my ad been seen and by who” issue, but a particularly tricky one. The lack of a unique user ID is the clearest roadblock. But it’s also clear that the various technologies and vendors used to solve mobile advertising delivery issues, often create further fragmentation.

Fragmentation is especially critical when understanding exactly how ads are delivered to a mobile webpage or app. In mere milliseconds – the time it takes to load a webpage or app – a typical mobile ad is requested, analyzed, bid on, approved, and served. That’s the reality of the coming era of programmatic advertising as many of you know.

A recent infographic from The Mobile Majority walks us through the steps required for all these technologies to work together. And with a whole swathe of brands and ad tech firms in the mobile first APAC region committing unequivocally to the future of programmatic, the mobile viewability issue is not going to go away.

Understanding Mobile Viewability [2015]

Mobile-Viewability-The-Mobile-Majority

In simple terms, the entire journey of an ad, from initial request to final display, has to happen really fast. That’s what programmatic necessitates. During such a rapid journey, handoffs between technologies and vendors have to be clean and consistent.

Once the ad is actually placed, a whole other set of considerations emerge. Publishers control their site or app, deciding how and where to place the ads that get delivered. On the other hand, tech vendors control how the ad is rendered. How that rendering interacts with publisher placement can go a long way in determining viewability.

Mobile ads are also becoming more complex. The banner ad, although still incredibly popular, is receding to the back of the most-effective-ad discussion. Taking its place at the front are rich media ads and video, which offer much higher levels of interactivity, engagement and ultimately conversion.

But higher levels of creative require – you guessed it – more layers of technology. Try to integrate this creative across different operating systems, app formats, web browsers and connection types, and you have countless opportunities for viewability to break down.

And here’s the final problem: we don’t even have a set of viewability standards for mobile yet. The IAB standards are designed for desktop, and therefore really only helpful as a frame of reference. So while we wait for official mobile guidelines (expected by the end of this year), viewability on mobile will continue to have a frontier feel to it. Hopefully, there won’t be too many outlaws.

APAC, the $6bn Mobile gaming opportunity

With close to $6 billion revenue, Asia Pacific is the largest mobile gaming market in the world. Led by Japan, China and South Korea, the category is still growing at 25% annually across the region.

We chat to Jun Lim, Senior Business Development Manager and Lison Chen, Senior Account Manager at AppLift about this promising yet “very fragmented” market opportunity.

DIA: What are the biggest challenges for mobile game advertising in Asia?

JL & LC: The Asian market is very fragmented. Each market is different in terms of language, culture, and economic levels. Advertisers in different markets have different levels of understanding regarding the business model and traffic sources of mobile advertising, and traffic is still centralized by either big international players such as Facebook, Google, and Inmobi or local players such as Wechat in China, KakaoTalk in Korea, and Line in Japan. It is important to understand the situation and preferences in each country, and have a localized strategy to better satisfy the advertisers’ needs and wants.

What are the key opportunities?

The Asian market is still growing. Due to the rise of smartphone penetration and shipments, especially in Thailand, Vietnam, and Malaysia, we continue to see rapidly growing markets in South East Asia. Mid-mature markets such as Korea, Japan, and China are the top countries in terms of revenue in Google Play and App Stores. Mobile marketing trend is changing rapidly into performance-driven, meaning that it is possible to do campaign with measurable numbers.

How is AppLift positioning itself in the region? Which markets have the strongest potential?

AppLift positions itself as a data-driven app marketing platform that helps advertisers to handle the full spectrum of user acquisition. Additionally, AppLift highlights its LTV optimization technology that enables quality user acquisition on a performance basis. For example, in Korea, AppLift ran a non-incentive marketing campaign for RealFarm, a mobile farming game from NeoGames that delivered real vegetables to a few users who reached a certain level. AppLift focused on this interesting aspect of the game, and few months after the campaign, the fact that the game delivers real veggies went on viral through AppLift’s various media partners, resulting in a ROI of 1200%. It was a result of both NeoGames’ well-developed game contents and AppLift’s marketing strategy.

Do you see clients using mobile for brand driven campaigns? How do you position the connection between mobile and other media?

Branding can definitely help to increase the performances of mobile game advertising. Supercell, for example, spent millions of dollars on branded advertising for its game Clash of Clans across multiple channels such as metro, OOH and TV in Korea. Supercell’s massive promotion earned the game the number 1 position in the gross chart on Korea’s Google play even without using [the mobile platform] KakaoTalk. After the success of CoC, it has become quite a norm in Korea to do a huge scale branding / offline campaigns as in the case of mobile games such as Summoners War and Line Rangers. Mobile is such an real time channel in this sense, and brands are really getting to grips with the connection to other media.

Mobile ads have a reputation for low – or at least hard to track – performance. How does AppLift overcome this? Is data a big part of your positioning?

Based on big data, AppLift’s programmatic buying algorithm can target only the relevant audiences and content for a certain game. It can optimize campaigns and target performance improvements against CTR or revenue. These data driven techniques are very standard to advertising globally, and it is great to bring them at scale to APAC markets.

What is AppLift’s strategy to take on the APAC market?

With advanced technologies and know-how in each Asian market, AppLift plans to provide one-stop advertising/user acquisition services to advertisers. Our goal is to help advertisers connect their games/apps to the targeted Asian markets effectively through our technology, data and services.

What is your advice for brand marketers in one sentence?

Asian markets are sexy but challenging. Brand marketers should prepare various advertising strategies to adapt to local markets.

Thank you.

APAC Social and Mobile Usage to Surge in 2015

2015 promises to be an exciting year for digital marketing across APAC. In ever timely fashion, the comprehensive We Are Social Annual Report confirms this potential, highlighting robust growth for social, digital and mobile in the region over the coming 12 months.

As we saw in 2014, rising mobile adoption is increasingly THE dominant regional consumer trend. With more than 3.7 billion mobile phone connections, it comes almost as a surprise that only 22% of Asian consumers make use of mobile social services like WhatsApp or WeChat. Prepare for big increases – 2015, the year of mobile squared? Continue reading APAC Social and Mobile Usage to Surge in 2015