Myanmar is going through a digital transformation. AdsMy, a local marketing tech platform, have produced a trends deck covering digital marketing and consumer behaviour for Myanmar in 2018. Programmatic, mobile, video, native and digital advertising are all highlighted as growth areas.
iKorea is a column by Soyoon Bach, a Digital Marketing professional in Seoul, covering developments in the Korean digital ecosystem.
Programmatic media buying is a powerful infant. While the technology itself is fairly new, it’s making strides globally. According to eMarketer, the programmatic market in the United States is projected to reach an estimated amount of 26.78 billion USD by the end of this year.
While North America is still by far the biggest programmatic market to date, Asia is quickly catching up and experiencing fast growth rates. Japan, Singapore, and Australia are leading the way as more mature programmatic markets in APAC. Korea is a big digital ad spender – the sixth largest in the world. However, programmatic buying is struggling to get its footing in the nation.
The estimated programmatic spend in Korea as of 2016 was around 141 million USD, which is far behind the billions spent in North America. Also, the definition of “programmatic transactions” is still murky; therefore, it’s unclear how much of that 141 million is truly programmatic. So why is this the case? How could one of the leaders of digital ad spending in Asia have resisted the strong programmatic current taking over the industry?
To understand this phenomenon, it’s important to take a look back through the history of Korea’s digital landscape. Since Yahoo! entered the domestic market in 1997, the digital ecosystem has largely been shaped and influenced by web portals, whereas web portals became fatally disrupted with the introduction of Google in North America. 1999 saw the birth of two web portals that still remain local titans – Daum and Naver. Dozens of other web portals competed for market share but Naver solidified its place at the top in 2003 and has maintained the position ever since. Daum come as a not-so-close second (the Bing to its Google if you may).
Naver is a formidable giant. The key difference between Google and Naver is that Google is a launching-off point. You start on Google and use it as a tool to help you get to where you need to go. Naver is different. It’s its own fully functioning ecosystem, equipped with search functions, blogs, cafes (communities), maps, ask sections, news, shopping, webtoons, music, real estate, finance, etc. You could access a mind-boggling amount of content without ever having to truly leave the platform. The experience is enclosed in comparison to Google’s openness.
This is probably the biggest reason why programmatic is stunted in Korea. One of the reasons why programmatic is such a hit is because it makes it so much easier to sell and buy ad inventory. There were an estimated 1.82 billion active websites in the US in April 2017. Imagine advertisers having to shift through that many websites to decide which publisher’s inventory they want to purchase. It also makes it that much harder for publishers to manually sell their inventory. But when you put it into an automated system, such as programmatic media buying, it relieves the pressures of manually selling and buying.
However, Naver never has this problem. Many Koreans go to Naver to start web surfing and usually will stay within the platform for most, if not all, of their internet journey. Thus, advertisers will always go to Naver to buy inventory because they know that it’s guaranteed to be shown to a wide audience. Unlike Google, that has famously refused any form of disruptive ads on its search engine (e.g. banners and pop-ups), Naver allows ads to be shown on a variety of placements all throughout their portal. And it’s always in high demand.
Advertisers have to go through booking processes for most of the inventory, possibly facing hefty penalties for booking cancellations. They also have to adhere to strict rules set by Naver, be satisfied with simplistic reports that don’t reveal much, deal with the strict forbiddance of third-party tracking, etc. For Naver Timeboard, which guarantees your ads will be shown in the spot right under the main search engine for one hour, advertisers can pay up to 30,000 USD. FOR ONE HOUR.
Advertisers grumble and moan but continually go back to Naver because that’s where their customers are. They can’t help but use it the way that most advertisers can’t avoid using Google for their search campaigns. You’re giving up too many impressions when you do. And because there’s such a high demand for their advertising space, sometimes requiring advertisers to book months in advance, they have absolutely no incentive to put their inventory out in a competitive marketplace. Daum has also followed in Naver’s footsteps.
So without Naver and Daum inventory, the marketplace for programmatic media buying just shrunk drastically, to a point where most advertisers don’t see the appeal of even bothering. Even with the appeal of more granular targeting options, more competitive pricing, and the ability to derive great insights about customer behavior, the lack of inventory is a huge barrier to entry.
However, Korea can’t stay this way forever. Global trends push for more transparency, more data, more precision and efficiency. High-tech Korean users are gravitating towards Google products and Korean branches of global agencies continue to feel pressure from abroad to start implementing programmatic practices. Programmatic technology platforms are arriving domestically in bulk. DCM, MediaMath, Adjust, Turn, Criteo, DataXu, and Rocket Fuel are just a couple of the players that are aiming to get in the market early.
It’s only a matter of time before the wall collapses and programmatic infiltrates the domestic market with full force. This leads to interesting questions that cannot yet be answered. How will powerhouses Naver and Daum react to this threat to their dominance? How will this change the Korean digital landscape and its heavy reliance on web portals to direct their internet activity? What strategies will Google utilize to take advantage of this situation? How will this push for transparency and an open web have ripple effects across other industries that have benefited from this enclosed ecosystem?
I think we’ll find out sooner than we think.
With Mobile quickly becoming the go to channel for brands, there is a quiet revolution happening in the world of marketing. Mobile is growing up, and getting serious as it moves front and centre. Here are our top Mobile advertising trends in APAC for the year ahead.
1. Rise of the apps
App use is growing 22% year on year, driven by increased smartphone adoption. Consumers already spend more than 50% of their total digital media time in app. This promises to grow again in 2018.
2. Gaming is the new TV
With 27% of time on mobile devices spent gaming, mobile games are slowly replacing TV as the backdrop to everyday life. One of the biggest opportunities for brands in 2018 is leveraging mobile gaming as a high reach, context neutral environment, just like TV or UGC / Social Media.
3. Mobile video keeps on rolling
Mobile video advertising spend has grown by 63% in over 2017. And with 4 times as many consumers preferring video over static advertising, brands will continue to top up in 2018.
4. Mobile native creativity
As consumers spend a majority of their media time on mobile, expect mobile native interactive and vertical video formats and functionality to move front and centre. Marketers will make more use of mobile capabilities to engage consumers in 2018.
5. Consumer choice and permission based advertising
With the rise of subscription media like Netflix, and increased adoption of ad blockers, consumers have more choice over their exposure to ads. Rewarded ads on mobile get 68% approval ratings from consumers, compared to only 20% who approve of pre-roll.
6. Mobile only consumers
With 65% of consumers in emerging markets already mobile only, and those in developed economies very much mobile first, the next generation may never experience the internet the way we do. Avid voice searchers, and heavy app users who avoid the desktop, they will see the world in a whole new way.
7. Mobile brand safety tracking and viewability grows up
Mobile devices are personal, so it’s even more crucial that advertising is delivered in a way that works for both advertisers and customers. Brand safety and viewability measurement will drive increased scrutiny of media investment, and a cleaner advertising experience for consumers.
8. Programmatic growth
Advertising spend is shifting fast to programmatic, and even faster from desktop to mobile. With mobile video set to account for 28% of ALL ad spend by 2019 it’s time to get on the mobile programmatic train.
By Tom Simpson
That’s an incredible statistic. The good news is that digital marketing in the region is clearly experiencing strong growth, with revenues up by $1.23 billion year-on-year in 2017. The bad news? Of that $1.23 billion in growth, virtually all of it – $1.13 billion in total – goes to Google and Facebook, with only $100 million to share across the remainder of APAC publishers.
Facebook and Google combined revenue this quarter hit 51% of all APAC revenue, meaning more budget goes to to Google and Facebook than every other digital publisher in the region put together.
Google and Facebook also forge ahead in terms of revenue against all media in the region, taking 15 cents in every 1 dollar spent. This is up from 12% – or 12 cents in the dollar – last year, and represents the increase in budget flowing from traditional media, including TV.
But in a week where Fairfax journalists in Australia strike in protest at cutbacks, and against a wider backdrop of losses and job cuts at traditional media outlets across Asia Pacific, it is especially concerning.
Where next? Publishing in general, and the ad tech industry specifically, is a challenging area, with multiple undifferentiated players, sometimes murky value chains, and VC money looking for safer havens. Many analysts predict massive consolidation in the years ahead. In fact with telcos and consultancies worldwide already positioning for unified marketing technology stacks, most would say the consolidation has already started.
Beyond that, The TradeDesk continues it’s roll with an IPO and recent big win on P&G; AppNexus and other major players forge a data alliance to bring much needed people based marketing data to open programmatic; and Integral Ad Science plus other key players have launched in the region, aiming to bring much needed transparency to what can be a difficult to navigate ecosystem. Even Google and Facebook cannot be sitting easy in the face of recent brand safety issues, fake news and Amazon putting increased focus on a server-to-server header bidding product that promises to put power back in the hands of publishers. P&G’s Chief Brand Officer Marc Pritchard has made a call for transparency and open measurement across walled gardens in recent speeches, and this also seems to be making an immediate – and deserved – impact.
Finally, a note from history. In the early 1900s, the United States had around 2,000 firms producing one or more cars. By 1920 the number of firms had decreased to about 100 and by 1929 to 44. In 1976 the Motor Vehicle Manufacturers Association in the US had only 11 members.
In many ways digital advertising, and the industry that surrounds it, is it’s own worst enemy. All dollars eventually become digital dollars, so it is the only show in town. But a show obsessed with the next shiny thing, full of incomprehensible – and often meaningless – metrics, and more importantly, critically lacking in real transparency. Programmatic has only accelerated these tendencies.
Google and Facebook have done a huge amount to bring new money into digital advertising by simplifying advertising for brand marketers. And they have reaped the rewards.
However, they are now part of a systemic change representing an existential threat to an entire industry – media, advertising, agencies, publishing, journalism are all caught up in this – across the region and globally. Change rarely comes without casualties. The struggle for monetisation continues.
A huge debt to Jason Kint (this chart in particular) and Brian Nowak at Morgan Stanley for the inspiration for this article, and the work they have done creating similar graphs for Global and US ad revenues. Corrections welcome. Numbers are based on Facebook and Google publicly filed earnings information and best industry advertising revenue estimates – but someone out there may have a better view. The major assumption in this data is to exclude Chinese advertising spend both from Google and Facebook earnings information and APAC industry spend estimates to avoid distorting the data in a market where Facebook and Google have small (although not insignificant) advertising businesses. All the data is available on a public Google sheet (yes, sorry, it’s Google!) here.
Notes and References.
1. Google 2017 1st Quarter Earnings Report: a. Estimated based on reported total APAC revenues x 90% (percentage of Google revenues represented by advertising) b. Excludes Google revenue in China estimated based on APAC revenue data sources.
2. Facebook 2017 1st Quarter Earnings Report: a. Estimated based on reported total APAC revenue by User Geography b. Excludes Facebook revenue in China estimated based on APAC revenue data sources.
3. APAC digital revenue data compiled from: IAB, eMarketer, GroupM, ZenithOptimedia, McKinsey & Company
4. APAC all media revenue data compiled from: IAB, eMarketer, GroupM, ZenithOptimedia, McKinsey & Company.
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.
Source – 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.
With overall access to the Internet in China increasing, it’s interesting to understand who is going online, and how they are getting there.
Chinese internet users are more likely to be under the age of 30, have a higher education than previous generations and earn an average income.
These netizens are increasingly accessing the Internet though mobile devices. Not only is it more convenient for them, but the majority of Internet users find the experience comparable to or even better than desktop.
China’s Advertising Landscape [Infographic]
The Google Consumer Barometer is a fantastic new tool to help you understand how people use the internet – both mobile and online – across the Asia.
It’s a rich consumer research resource available for free, based on studies done by Google and partners globally over the recent past.
Definitely worth digging into next time you need to know the percentage of smartphone users in The Philippines, or the online population of Malaysia.
Too often people see innovation as a flash of lightning, striking at random. And too many businesses are afraid to try new things, creating a huge barrier to success.
Clearly inspiration is core to innovation, and new things are scary. But, as strange as it might sound, you can actually plan to be innovative – and protect your marketing investment – with a very simple strategy.
It’s called the 70/20/10 Rule, and it will help you map out all the things you could do with your marketing, into a structured approach that will help drive your business forward.
So how does it work? First, take your Digital marketing budget and divide it into three buckets: one with 70% of the money and two others with 20% and 10%, respectively.
Your largest investment should be in established marketing programs. Focus on refining activity you have run for several years with a record of success. Right now this is likely to include Google Search, Desktop Display, and Facebook activity – although it depends where you are in your Digital marketing journey. It’s crucial to maintain a strong base to protect your success.
The next 20% of your budget should go on emerging areas that are starting to gain traction. This is about generating safe learning opportunities. Mobile and Programmatic are hot right now for most marketers, but it should also be about trying new suppliers for activity you are already doing well at. Not every test will work out, but the ones that do will set up your future plans and keep you ahead of the competition.
You can think of this final 10% as your marketing insurance. Set the stage for the future by investing in areas you have never tested before. Start small and scale fast. Remember these 10% tests will one day be your 70%. And without investing here you will very quickly fall behind your competition.
Even gigantic global brands such as Coca Cola follow this approach. Wendy Clark, SVP, Marketing for Coca-Cola, gave the below presentation at a McKinsey CMO event recently. She explained how, to be successful today, companies need to employ a test and learn approach. At Coke, 70% of spend funds current proven programs, 20% goes to new and promising trends, and 10% to test completely new ideas.
What’s important in all this is that innovation can have a process. With the 70/20/10 approach it’s easy to protect your success NOW, while finding the NEW and NEXT things you need to stay ahead.
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.
DIA: 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.
The emergence of mobile messaging apps has been one of the big tech – in fact any news category – stories of recent years. Both globally and in Asia.
Disrupting everyone from Telcos wedded to SMS revenue, to established social networks such as Facebook, to the Chinese government, apps have been a big hit with consumers. Continue reading Market Overview: The Rise of Asia’s Mobile Messaging Apps