Tyler Kim, the CEO of Weber Shandwick APAC, expressed his enthusiasm about the new appointment, stating, “We are happy to have Robert onboard. His appointment is a step forward in our commitment to delivering superior strategic solutions and accelerating our growth in the region. His extensive leadership experience and strategic vision will be invaluable as we navigate the next phase of our growth across all sectors, with a focus on healthcare and corporate affairs.”

Also Read: Butterfly Foundation Appoints Think HQ as Retained Communications Partner to Amplify Impact

Magyar, who is based in Beijing, has been a trusted advisor to senior executives and industry leaders across the globe, including in China, Indonesia, Japan, Switzerland, and the United States. Last year, his professional excellence was recognized with the PublicAffairsAsia / PRCA’s Gold Standard Award.

Reflecting on his new role, Magyar commented, “The communications industry is going through an accelerated expansion in the APAC region, and strategic solutions are becoming increasingly crucial in shaping reputation and stakeholder perceptions. Weber Shandwick is well aware of these opportunities, and I am excited to support them in building strong relationships and staying ahead of the curve.”

Magyar’s return to Weber Shandwick is notable, having previously served in senior roles at the agency’s Tokyo and Beijing offices from 2003 to 2011. His extensive experience and strategic insights are expected to significantly contribute to Weber Shandwick’s ambitions in the dynamic APAC market.

The post Robert Magyar Joins Weber Shandwick as Senior Advisor to Propel APAC Growth appeared first on Marketing In Asia.

As the Indian market witnesses a surge in mutual fund investments primarily for long-term wealth creation, Multipl introduces a unique twist by integrating investing with lifestyle spending. This novel concept, Spendvesting, seamlessly blends investment with spending, setting a new benchmark in financial management. Multipl enables consumers to regularly invest small amounts in mutual funds for future expenditures, rewarding their loyalty through partnerships with top brands. This approach not only makes lifestyle spending more beneficial but also adds an element of fun.

Paddy Raghavan, Co-Founder of Multipl, expressed his enthusiasm: “The support from Blume and MIXI Japan will help us enhance the product experience and bring more awareness to the Spendvesting category that we are creating. This round of funding empowers us to drive forward our mission of helping Indians live an aspirational life in a financially prudent manner.”

Also Read: Brittany Crowley Joins UM Sydney as New Head of Investment

Ashish Fafadia, partner at Blume Ventures, shared his excitement: “We are excited about the opportunity to support Multipl’s innovative approach to personal finance. Spend-based investing represents a significant evolution in how individuals can manage and grow their savings. Our continued investment reflects our confidence in Multipl’s potential to create lasting value for its users.”

Tomoharu Urabe, Principal Partner at MIXI Global Investments, Inc., added, “Multipl does have a great value proposition rewarding wise consumers with dual benefits from investment and discounts. The app encourages you to go for your aspirational spending and at the same time helps you maintain a healthy habit of saving. We are excited to be a part in this journey of building a personal finance solution for the cycle of saving, investing and spending.”

Since its inception in 2020, Multipl has achieved remarkable milestones, including over 500,000 downloads, forging over 100 valuable brand partnerships, and facilitating goals worth over ₹1000 crores. The platform continues to innovate with features like ‘Open Goals,’ allowing users to invest in unforeseen future expenses through brand partnerships, and the ‘Window Shopper’ widget, which enhances savings by integrating financial planning options at the point of purchase across merchant websites and apps.

About Multipl

Founded in 2020 by Paddy Raghavan, Jags Raghavan, and Vikas Jain, Multipl stands as a pioneer in the Spendvesting space, combining the gratification of spending with investment benefits. The platform offers short-term recurring investments in mutual funds advised by SEBI-registered in-house experts, complemented by contributions from partner brands, resulting in a dual-benefit model that delivers unmatched value to its customers.

The post Multipl Secures $1.5M Funding to Revolutionize Personal Finance with ‘Spendvesting’ appeared first on Marketing In Asia.

Crowley is set to oversee the agency’s investment strategies, leveraging her extensive industry relationships and innovative approach to deliver exceptional results across UM’s diverse client portfolio. With nearly two decades of experience in the media industry, including senior investment roles at PHD and Mediacom, Crowley is well-equipped to drive sustainable client growth and foster innovative partnerships.

Anathea Ruys, CEO of UM Australia, expressed her excitement about Crowley’s appointment: “From our very first interaction, I was impressed with Britt’s future-focused approach to investment, trading, and our media industry. She has a deep curiosity and focus on the strategy of investment, and I believe this is exactly what our industry and business require as we continue to adapt to our evolving economic environment. Britt is also a deeply human leader who cares about elevating the craft and expertise of the people around her. I am so excited to welcome her to UM and work with her.”

Crowley’s arrival at UM is expected to bring a fresh perspective on investment, emphasizing strategy, product innovation, and transformative approaches. Her goal is to push boundaries and create meaningful change for clients and teams alike. In her own words, Crowley stated, “I’m thrilled to be joining Anathea, Ben, and the wider UM team to push boundaries and give rise to meaningful change for clients, teams and agency. There’s never been a more exciting time to be in media, so the opportunity to lead the evolution of investment; strategy, product, innovation, transformation and evolve ‘approach to value’ for clients…bring it on!”

Also Read: Singapore’s Beer Industry Fuels Economy with SGD 1.5 Billion Contribution Annually

Crowley also highlighted her alignment with UM’s culture and people-focused leadership. “I’m a culture and people-focused leader. UM’s culture drives the team’s unwavering passion, dedication, and quest to make a profound and positive impact on their clients’ businesses. I’m very excited to be a part of fostering and growing this aspect,” she added.

This significant appointment underscores UM’s commitment to innovation and excellence in media investment, aiming to enhance its competitive edge and deliver unparalleled value to its clients.

The post Brittany Crowley Joins UM Sydney as New Head of Investment appeared first on Marketing In Asia.

The introduction of this specialist media division marks a significant milestone in the independent agency’s growth, coming two-and-a-half years after its inception. This move follows a soon-to-be-announced significant new business acquisition, highlighting the agency’s expanding influence in the industry.

Pete Bosilkovski, CEO of It’s Friday, expressed his excitement about the new division, stating, “The introduction of media thinking in the agency gives our clients an edge in the way we go to market. Our ethos is to continue to deliver creative solutions that out-think, not out-spend. Having the ability to solve problems in a connected way will further deepen our ability to deliver brand experiences that are impossible to ignore.”

Bosilkovski emphasized the importance of innovative strategies in today’s cost-sensitive market, saying, “Cost pressures are one of the biggest issues facing clients, so we strive to innovate the way we go to market versus out-spending our competitors. We cannot wait to unleash connections thinking in our problem-solving to give our clients the edge in delivering greater effectiveness and ROI.”

Also Read: Thrive to Survive: The new business race for agencies By Sai Chiu, Tangram UK Principal Consultant

Michelle Miroforidis, who brings 16 years of integrated expertise in communications strategy and connections, will be pivotal in this new role. Her impressive career includes leadership roles at Naked, Spark Foundry for Diageo, Dentsu’s The Story Lab, and in-house at Airbnb. Most recently, she served as Acting Head of Strategy at Havas Media.

“We’re thrilled to have Michelle on board and leverage her tremendous experience working in environments where connected thinking was at the core of success,” said Bosilkovski. “Working alongside our strategy team, Michelle brings a whole new dimension and energy to the way we will unlock effective brand solutions, connecting people and brands, in ways that are impossible to ignore.”

Miroforidis shared her enthusiasm for the new role, stating, “I’m thrilled to join the impressive team at It’s Friday. Their dedication to powering brands with a distinct Friday-like energy through the seamless integration of brand, creative and connections thinking, immediately struck a chord with me. I can’t wait to join forces with the team to create a game-changing Connections product, providing clients with channel-agnostic strategies across the customer journey.”

Michelle’s contributions to the industry have earned her recognition at both local B&T and Festival of Media APAC awards. Beyond her professional achievements, she is a passionate advocate for cultural diversity in leadership and a mentor for aspiring industry professionals through the initiative, The Trenches.

The post It’s Friday Launches Full-Service Media Division, Appoints Michelle Miroforidis to Lead Connections Strategy appeared first on Marketing In Asia.

These promotions come in the wake of several new business wins, including Best Gift Group, Genea Fertility, and FlexiRoam, all of which have recently joined the agency’s expanding client roster.

Anthony Fargeot, VP of Growth at Bench Media, commented on the strategic importance of these promotions: “When talking to marketers, we realised that even with strong internal marketing resources, they are often one degree removed from the latest innovations happening in the digital advertising ecosystem. As an agency, it’s a big part of our day-to-day to be in contact with media, tech and data vendors and how their offerings and capabilities are quickly evolving to stay ahead of the curve. We keep our finger on the pulse and share our knowledge with brands, infusing it in their marketing strategy so they can ongoingly improve their ROI.

“Sebastian and Nate are perfectly positioned to provide the latest knowledge to clients, their promotions are well deserved and testament to their vast experience and skillsets across the digital ecosystem.”

Sebastian Diaz, who brings experience from NewsCorp and OMD, is renowned as a thought leader in the industry and a member of the IAB Ad Effectiveness Council. His promotion to Head of Media Innovation at Bench Media will be crucial in developing new media products tailored to brands’ evolving needs for sophisticated solutions.

Also Read: Thrive to Survive: The new business race for agencies By Sai Chiu, Tangram UK Principal Consultant

Reflecting on his promotion, Diaz stated: “In the past three years, I’ve witnessed cookie-less ID solutions come to the fore; the attention-based economy thrive; and green trading finally taking a front seat.

“2024 marks the era of generative and predictive AI and the influx of commerce solutions and retail media networks. In an industry that rapidly needs to evolve to meet client needs, it can be challenging to navigate at the best of times, so it is great to be part of an independent agency that prides itself on being client-led and always keen to encourage the testing of new technology to market. We have a great working relationship with our clients, who trust us with strategies that aren’t the stock standard. I’m excited to shape Bench’s innovative media solutions and solidify us as digital leaders in market.”

Anthony Fargeot added, “Seb is definitely the man for the job. His understanding of media is one of the strongest I have ever encountered and his ability to connect the dots to create much needed and innovative solutions is a massive asset for brands.”

Nate Vella’s promotion to Brand Strategy Lead is equally significant. His deep understanding of client needs and challenges will enable him to integrate seamlessly with brand marketing teams, designing efficient advertising strategies that align with overall business objectives.

Vella expressed his enthusiasm for the new role: “More and more, brands are seeking a centralised and stable strategy team to integrate with their day-to-day ways of working. Bench has the experience and capabilities to be able to support this, while also creating further valuable connections with our network of partners to drive success and achieve tangible business outcomes.

“I’m looking forward to taking on this new role and contributing to the continued growth of our offering as an agency, and in doing so, providing forward-thinking and tailored solutions for our clients.”

Liam Garratt, General Manager at Bench Media, highlighted Vella’s exceptional capabilities: “It is impressive to see Nate operate and how he can embed himself with brand marketers and speak their language, understand their challenges and come up with ingenious solutions to address them. His role will be a huge contributor to our continued success working with brands and I’m very excited to see him take on this new role.”

The promotions of Diaz and Vella are effective immediately, marking a new chapter in Bench Media’s commitment to innovation and client success.

The post Sebastian Diaz and Nate Vella Take on Key Roles at Bench Media to Drive Innovation and Brand Strategy appeared first on Marketing In Asia.

Ms. Wong Sze Keed, expressing her enthusiasm, stated, “I am delighted to welcome Afees to the leadership team as Chief Technology Officer. I am confident that Afees will be a strong addition to my management team and will continue to drive AIA Singapore’s digitalisation agenda across our organisation to deliver the best service experience for our customers. More importantly, with Afees’ appointment, AIA Singapore remains committed to our people-first culture; where talent development and internal mobility will ensure we give the best opportunities to our people.”

Also Read: Sumiati Hashim Elevated to Managing Director of PHD Singapore

Afees Ashroff, a seasoned leader with over 20 years of experience in the banking and insurance sectors, has been a part of AIA Singapore since 2018. His deep understanding of the organisation and his recent role as Head of Digital Technology position him perfectly to lead the digital transformation efforts at AIA Singapore. His focus will be on enhancing customers’ digital experiences through the development and implementation of cutting-edge technology strategies, aligned with AIA Singapore’s vision and business priorities as a customer-centric leading life insurer.

Afees steps into the role following the departure of Peter Lee, who has decided to step down to focus on personal matters. Ms. Wong Sze Keed added, “I would like to express my sincere appreciation to Peter and his efforts in steering the team. Peter is a highly respected industry veteran and will be fondly remembered for his positive influence in creating a cohesive culture within the technology division and we wish him all the very best in his future endeavors.”

About AIA

AIA Group Limited and its subsidiaries, known collectively as AIA, represent the largest independent publicly listed pan-Asian life insurance group. Established in Shanghai in 1919, AIA has a significant presence in 18 markets, including wholly-owned branches and subsidiaries in regions such as Mainland China, Hong Kong SAR, Thailand, Singapore, and Malaysia.

AIA is a market leader in Asia (excluding Japan), based on life insurance premiums, and holds leading positions across most of its markets. As of 31 December 2023, AIA had total assets of US$286 billion. The Group meets the long-term savings and protection needs of individuals with a variety of products and services, including life insurance, accident and health insurance, and savings plans. Additionally, AIA offers employee benefits, credit life, and pension services to corporate clients through an extensive network.

The post Afees Ashroff Appointed as AIA Singapore’s New Chief Technology Officer, Committed to Driving Digital Transformation appeared first on Marketing In Asia.

Sumiati will now oversee both national and international operations, with Singapore serving as the Asia Pacific headquarters for PHD and its parent company, Omnicom Media Group (OMG). Her responsibilities will include setting strategic goals for growth and transformation, acquiring top talent, and mentoring future leaders at PHD Singapore.

Under Sumiati’s leadership as General Manager, PHD Singapore has achieved remarkable milestones. The agency secured high-profile clients such as IKEA, Razer, and Viu, and established enduring partnerships with major brands including Singapore Airlines and HSBC. Her tenure since 2022 has been marked by significant talent growth and internal mobility, propelling the agency into a stellar transformation journey.

Also Read: Knight Frank Malaysia Expands Its Footprint to East Malaysia with New Miri Office

The agency’s prowess was further validated by the industry, with PHD Singapore winning three Gold awards at Marketing Interactive’s MARKies Awards 2024 for Most Effective Use in Omnichannel, Artificial Intelligence, and Integrated Media. In 2023, PHD Singapore bagged 18 awards, showcasing its excellence in various categories at Marketing Interactive’s Marketing Excellence Awards.

Chloe Neo, CEO of OMG Singapore, praised Sumiati, stating, “PHD has always focused on attracting the best thinkers in the business, encouraging them to fully realise their potential in a progressive and connected environment that celebrates smart thinking and clever planning to help brands grow. Sumiati leads and lives that defining ethic; she is a respected people leader and has demonstrated the ability to operationalise strategies towards optimal business impact. She understands what makes PHD unique as a brand while leveraging OMG’s capabilities and scale to enable clients’ business ambitions.”

Chloe added that Sumiati’s business acumen and collaborative spirit significantly contribute to OMG’s Agency as a Platform model, which integrates talent, technology, and capabilities across the group to offer a seamless client experience.

With 12 years at OMG Singapore and a decade with PHD, Sumiati reflected on her promotion: “I am thrilled to lead PHD Singapore into its next phase of innovation and success. Embracing a growth mindset across all aspects of our operations is key for us moving forward. My focus remains on growth, whether it is expanding our client base, scaling services for existing clients, or developing talent.”

Aligned with PHD’s new brand tagline, “Intelligence. Connected,” Sumiati’s leadership vision emphasizes leveraging advanced analytics and AI to enhance campaign performance and deliver optimal business outcomes for clients. She stated, “Integral to this strategy is our unwavering dedication to nurturing talent, as well as fostering a culture of continuous learning and professional development within our teams. We will combine human expertise, data, and technology to help our clients achieve greatness.”

About PHD

PHD, an Omnicom Media Group Agency, assists leading brands in outthinking, outpacing, and outgrowing the marketplace through a next-generation network of tools, talent, and technology designed for connected intelligence. Operating through the AI-powered Omni system, 6500 people in 81 offices across 74 countries connect data, technology, and human expertise to deliver modern media solutions that drive brands and businesses forward. Headquartered in the UK, PHD is the most awarded media agency network globally, as per WARC Media 100, and was named the 2024 Global Media Network of the Year by Adweek.

The post Sumiati Hashim Elevated to Managing Director of PHD Singapore appeared first on Marketing In Asia.

Mark Coad, CEO of Mediabrands and Acting CEO of Initiative ANZ, expressed his enthusiasm about Davey’s new role, stating, “Since stepping into the GM role last year, Megan has proved she is critical to the agency’s success. With Megan as part of its senior leadership team, Initiative Melbourne has flourished, and the agency will be in safe hands with her at the helm. Her passion for her craft has always been unwavering and her leadership skills have been crucial to enable the agency to grow, foster innovation, and uphold its ambition to deliver exceptional client results.”

Coad further highlighted Davey’s leadership qualities, “But what I admire most in Megan is her ability to lead her team to success; she teaches, mentors, and encourages her team to be the best they can be every day, and the culture within Initiative Melbourne reflects this attitude. Her elevation to Head of Melbourne is simply a no-brainer, and I am excited about what the future holds as Melbourne continues to expand its market footprint.”

Also Read: Knight Frank Malaysia Expands Its Footprint to East Malaysia with New Miri Office

Megan Davey, reflecting on her promotion, said, “It is an incredible honour to be leading this dynamic team in such an exciting period for our industry. Keeping pace with the ever-evolving and challenging media landscape is what our clients demand, and we remain even more committed than ever to delivering innovation and business results for our clients through the effective use of media. I am very excited about leading my team and our clients to success.”

Davey’s journey with Initiative began in 2016 as Client Director. Her remarkable ascent through the ranks saw her promoted to General Manager in 2023. Effective immediately, Davey now takes on her new role, ready to steer the Melbourne team to new heights.

In his concluding remarks, Coad also expressed gratitude towards Sarah James, “I would also like to take this opportunity to thank Sarah for her tremendous contribution to the business. She is a talented leader, and her passion and energy have earned her the respect and admiration of her team and clients alike. We wish her every success in her new role.”

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Heading the Miri office is Jane Liaw, the newly appointed Director of the Sarawak branch. Liaw brings a wealth of experience and a profound understanding of the real estate industry, positioning her to spearhead the branch’s growth in the local market.

“We are thrilled to establish a presence in Miri, Sarawak, and further strengthen our commitment to serving clients in East Malaysia,” stated Keith Ooi, Group Managing Director of Knight Frank Malaysia. “The opening of our new office reflects our confidence in the potential of the Sarawak market and our dedication to providing exceptional real estate services to our clients.”

Also Read: Westcon-Comstor appoints Ang Wee Lee as Singapore’s Country Manager

The Miri office will offer a comprehensive suite of services, encompassing residential and commercial property sales and leasing, property management, transactions, valuation, and advisory services. With a team of seasoned professionals, Knight Frank Malaysia aims to provide bespoke solutions tailored to the unique needs of clients in Miri and the surrounding regions.

Jane Liaw expressed her excitement about leading the Sarawak branch, stating, “I am honored to be entrusted with this role and excited to work alongside a talented team to deliver exceptional results for our clients. We are committed to providing the highest level of service and expertise to help clients navigate the dynamic real estate landscape in Sarawak.”

This new office is a pivotal part of Knight Frank Malaysia’s broader strategic expansion plan to solidify its footprint across Malaysia. With an impressive track record and a robust global network, the company is poised to offer unparalleled market insights and intelligence to its clients.

The post Knight Frank Malaysia Expands Its Footprint to East Malaysia with New Miri Office appeared first on Marketing In Asia.

Westcon-Comstor, a global technology provider and specialist distributor, today announced the appointment of Ang Wee Lee as the Country Manager for Singapore.

Prior to Westcon-Comstor, Ang Wee Lee’s career is marked by significant leadership roles in product and vendor management, channel sales, and professional service delivery. His most recent stint was as Director, Head of Channel Sales and Professional Service Delivery at Tech Data Singapore.

“It’s a privilege to take on the role of Country Manager for Westcon-Comstor in Singapore,” said Ang Wee Lee, Country Manager, Westcon, Singapore. “The ICT distribution market is evolving rapidly, and I am committed to leading our team to play a key role in Westcon’s growth strategy. Our focus will be on enhancing our service delivery and product portfolio, and strengthening our partner ecosystem to drive mutual success.”

Ang has demonstrated a result-oriented approach and a profound understanding of the local channel ecosystem, forging strong and lasting partnerships and collaborations.

Westcon-Comstor recently announced its financial results for FY24, seeing its total revenue increase by 8% to $3.69 billion (FY23: $3.42 billion), indicating increased cloud growth and a need for cybersecurity solutions across the globe. In APAC, Westcon-Comstor saw a 12.9% growth in the APAC region, the highest in increased revenue compared to Europe and Middle East and Africa.

“I am delighted that Wee Lee has chosen to join Westcon-Comstor in leading our Westcon Singapore team to help us drive growth here in our most significant Asia market,” said Wilson Ho, Managing Director, Asia at Westcon-Comstor. “His deep industry knowledge and track record in leading high-performing teams in the distribution space will be invaluable as we continue to deliver innovative solutions and services to our partners.”

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Anathea Ruys, CEO of UM Australia, expressed her enthusiasm for Mellington’s new role: “We are very excited to have someone of Mello’s experience and capability fill this critical role in UM’s evolution. Exceptional media planning is a cornerstone of client success, and on a daily basis, Mello demonstrates his dedication to the craft of planning and his commitment to client growth. More recently, he has worked tirelessly to establish and deliver a plan to uplift the craft for UM. With his leadership skills so apparent, the entire planning team – and our clients – will see his efforts come to life as we move forward. I am truly delighted Michael has taken on this new role and challenge, and I am excited about what the future of media planning looks like for UM with him at the helm.”

Also Read: Insights from Matt Tindale, Head of Enterprise, APAC at LinkedIn Marketing Solutions

Michael Mellington, the newly promoted Head of Media Planning, also shared his thoughts on the new role: “I am a firm believer that the craft of planning in our industry is pivotal to client growth and needs a renewed focus, so I am thrilled to take on this new challenge working with the incredible talent that is across our national team. My aim moving forward is to balance our approach of people and data to unpack the full spectrum of creative media solutions to drive tangible client outcomes. With the fast-paced evolution of our industry, this is the perfect time for UM to take a market-leading stance, and I’m honoured to lead this charge with our planning community.”

Effective immediately, Mellington will report directly to Raj Gupta, UM’s Chief Strategy & Growth Officer. While he will be based in Melbourne due to his strong commitments to Melbourne-based clients, Mellington will oversee the national planning team and media planning needs across UM’s national client roster. Mellington has been with UM since 2016, and his promotion marks a significant milestone in his career and for the company.

The post UM Australia Elevates Michael Mellington to Head of Media Planning, Championing Innovative Solutions appeared first on Marketing In Asia.

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Nearly three-quarters of B2B marketing leaders expect budgets to increase in the next 12 months. Can you elaborate on the primary areas where these increased budgets are likely to be allocated, and what key factors are driving this optimism?

Our ‘2024 B2B Marketing Benchmark’ report found that nine in 10 B2B marketing leaders in APAC are bullish on their team’s ability to drive revenue in the year ahead. This confidence is reflected in several primary areas of budget allocation.

Firstly, there is a strong focus on intensifying brand building activities to identify new audience segments, improve memorability and enhance campaign performance. Marketers are also prioritising the integration of AI tools in the workplace to boost productivity, elevate content creation, and create cost efficiencies.

Additionally, the increased budget allocations and upskilling of teams, particularly in AI, is infusing B2B marketers with renewed energy and optimism as these strategic investments will significantly bolster their competitive edge in the long run.

With six to ten stakeholders typically involved in B2B purchasing decisions, building “collective confidence” is crucial. Can you discuss some strategies or best practices that successful B2B marketers are employing to achieve this?

Building a strong relationship with all members of the buyer group is of paramount importance in any B2B purchasing decision. According to LinkedIn’s latest B2B Marketing Benchmark report, the majority (91%) of B2B Chief Marketing Officers (CMOs) in APAC agree that influencing purchasing decisions hinges on cultivating strong relationships. Success in B2B marketing isn’t about focusing on a single connection but about building “collective confidence” among the buyer group, including decision-makers and brand advocates.

B2B buying cycles tend to be long and emotion-driven, requiring an average of 17 meaningful interactions with a company to successfully complete a purchase. This underscores the importance of cultivating meaningful relationships and investing in brand building. By doing so, companies can improve memorability and positively influence purchasing decisions through sustained and engaging interactions.

Creativity is also essential to staying top of mind for B2B marketers – LinkedIn’s B2B Marketing Benchmark report found that nearly three-quarters (74%) of B2B marketing leaders in APAC have focused on developing bolder creatives, with 62% agreeing that this approach is improving brand engagement and driving conversions.

Also Read: Ruder Finn Asia Elevates Leadership Team with Strategic Appointments

The report mentions that 74% of B2B marketers have focused on developing bolder creative to stay top of mind, leading to improved brand engagement and conversions. Could you share some examples or case studies of how bolder creative strategies have been effectively implemented?

Bolder creative campaigns can significantly drive brand engagement and conversions. However, true effectiveness lies in blending creativity with emotional brand-building, that also addresses customer pain points and unmet needs.

One notable example is Intuit Mailchimp’s recent campaign, “Turn Clustomers Into Customers” which addresses the issue of effective customer segmentation among marketers. Mailchimp excels at being customer and data focused, conducting extensive research to understand their target audience. This campaign brought in the creative aspect of an exciting and visually stimulating campaign while addressing the pain point of their marketing customers around effective targeting.

Another example is Salesforce’s use of high-profile personalities and innovative media formats such as connected TV. Their latest ad on YouTube TV, ‘The Great Data Heist’, featured Matthew McConaughey and employed suspenseful cinematic visuals while touching on data management and security, a pain point for CMOs when it comes to AI adoption. By combining bold creative elements with a clear focus on customer concerns, Salesforce enhanced brand engagement and conversions.

Two-thirds of B2B marketers are using Generative AI in their marketing activities. How is Generative AI transforming B2B marketing, and what are some innovative uses of AI that are currently making an impact?

Today, marketers in particular are leading the charge on AI adoption and building AI proficiency to improve ROI. LinkedIn’s 2024 Marketing Jobs Outlook report found that two of the top ways B2B marketers say they plan to use generative AI this year is by increasing efficiency to focus on higher value work (55%) and creating optimised and engaging content that resonates with target audiences (51%).

In the APAC region, our B2B Benchmarking report shows that B2B marketing leaders are leveraging generative AI applications to improve productivity (41%), accelerate content creation (37%), and create cost efficiencies (33%). Our data also reveals a 142x increase in members worldwide adding AI literacy skills to their profiles, with marketers leading the way.  ‘Artificial Intelligence’ has become the fastest growing digital skill for CMOs globally, based on the skills they added to their LinkedIn profiles in the past year.

To support this shift, LinkedIn introduced a variety of new free AI LinkedIn Learning Courses last year, which were well received by marketers globally. We also expanded the capabilities of Accelerate, our AI-driven campaign creation and optimisation tool, to better help marketers optimise their campaigns. 

Recently at Cannes, there was a lot of excitement around hyper-personalisation and how AI enables marketers to create highly targeted, personalised ads at scale. At LinkedIn, AI is being leveraged through LinkedIn Learning’s AI-Powered coaching, a new chatbot that provides deeply personalised learning advice and resources to professionals in real time.

LinkedIn is introducing new products such as the Wire Program and expanded AI capabilities in Accelerate. How do these new tools enhance the ability of B2B marketers to reach and engage their target audiences? Could you provide specific examples of their potential impact?

The Wire Program is a new initiative that allows brands to promote in-stream video ads alongside trusted publisher content on LinkedIn. With a 45% year-over-year increase in video uploads, this initiative helps marketers reach buyers who are increasingly consuming digital video. By aligning brand message with publisher content, in a format that resonates with buyers, will support memory recall, which is crucial since only 5% of B2B buyers are in the market for a new purchase at any given time.

On the other hand, the new functionalities we have introduced in Accelerate create efficiencies in day-to-day tasks and help marketers achieve their campaign goals. For example, marketers can now use Microsoft Designer to build engaging creatives, enhance targeting, and receive campaign creation guidance from our AI marketing assistant.

The results from Accelerate have been noteworthy. Advertisers are creating campaigns 15% more efficiently and achieving a 52% lower cost per action compared to traditional campaigns. For instance, Closed Loop, a digital advertising agency, found that Accelerate campaigns for Calendly, an online appointment scheduling platform, significantly outperformed their best manual campaigns with over threefold increase in Lead Form Completion rate and a 66% reduction in cost per lead (CPL).

In partnership with Bain & Company, LinkedIn’s The B2B Institute aims to provide deeper insights and tools for B2B marketers. Can you elaborate on the key objectives of this initiative and how it plans to support B2B marketers in navigating the current and future landscape?

LinkedIn’s B2B Institute aims to advance B2B growth through comprehensive research and practical guidance for marketers. As a LinkedIn think tank, it collaborates with academic and industry experts to study the impact of B2B brand building on marketing, product, sales, corporate communications, and talent development.

The latest study on ‘Buyer Group Marketing’, in partnership with Bain & Company, explores the emotional drivers behind B2B purchasing decisions, offering critical insights and effective strategies for marketers.

The B2B institute’s vision is to transform the B2B sector by promoting innovative and effective growth strategies that go beyond short-term tactics and organisational silos. Despite the significant role brand marketing plays in driving future cash flows, it is chronically underfunded in B2B sectors. The B2B Institute aims to address this by strengthening the link between marketing and finance, helping marketers enhance their financial fluency and recognise the potential of brand advertising in driving future growth.

As a senior executive with extensive experience in business leadership, digital advertising, and social technology, Matt Tindale brings a wealth of knowledge to the table. His contributions to LinkedIn’s Reconciliation Action Plan and advocacy for diversity underscore his commitment to fostering an inclusive and impactful business environment. Through his strategic insights and leadership, Tindale continues to shape the future of B2B marketing in APAC, driving growth and engagement across the region.

The post Insights from Matt Tindale, Head of Enterprise, APAC at LinkedIn Marketing Solutions appeared first on Marketing In Asia.

Brian Witte has been an integral part of the Ruder Finn Asia team for over a decade, advising prominent corporate clients like Visa, Infor, 3M, DBS, BASF, Backbase, and Pan Pacific Hotels Group during his tenure as General Manager of Ruder Finn Singapore. In his new role, Brian will spearhead cross-border client collaboration and explore new business opportunities across Southeast Asia.

“I am honoured to step into this position and excited to build on the strong foundation we’ve established in Singapore and across the region. Southeast Asia is a dynamic and rapidly evolving market, and I look forward to leveraging our corporate practice and regional expertise to help our clients navigate its complexities. My focus will be on fostering collaboration and identifying innovative strategies that drive business growth and strengthen positive reputation for our clients,” elaborated Brian Witte.

Pamela Phua, with over 20 years of experience in branding, integrated marketing, reputation management, and strategic communications, brings a wealth of expertise to her new role as General Manager of Ruder Finn Singapore. Previously, she was the Head of New Business, Asia, PR & Influence at Ogilvy, where she excelled in client advisory and business development.

Also Read: Embracing the Digital Shift: An Exclusive Interview with Jan Wong, Founder of OpenMinds

Pamela has a proven track record in managing high-stakes reputation management projects, navigating complex crises, and safeguarding corporate reputations. Her extensive experience in consultancy and in-house roles makes her an excellent leader for Ruder Finn Singapore.

Following Ruder Finn Asia’s recent recognition as the Best Agency in Asia-Pacific by the PR Week Global Awards, Pamela remarked, “I am excited and honoured to join the acclaimed Ruder Finn Singapore team and look forward to driving creative strategies that will elevate our clients’ brands and reputations. My aim is to ensure we deliver impactful results and stay ahead in the dynamic communications landscape.”

Both Pamela and Brian will report directly to Elan Shou, Ruder Finn Asia-Pacific Managing Director. Elan commented, “These strategic appointments represent a major milestone for Ruder Finn in Southeast Asia as we expand and enhance our capabilities. Brian brings extensive expertise and established regional relationships, while Pamela offers an innovative approach and a strong background in integrated marketing communications. This will bolster Ruder Finn Asia’s regional presence as a leading integrated communications consultancy in Southeast Asia.”

About Ruder Finn Asia

Ruder Finn Asia, the Asia-Pacific division of New York-based Ruder Finn, is a global communications consulting firm renowned for producing award-winning work at the intersection of content, creative, and digital. With over 700 consultants in Asia-Pacific, the firm operates offices in major cities, including Beijing, Shanghai, Guangzhou, Shenzhen, Hong Kong, Singapore, Malaysia, Mumbai, New Delhi, Hyderabad, and Bangalore. Key clients include Bang & Olufsen, DHL, Four Seasons Hotels & Resorts, GSK, Hermès, Jumeirah, L’Oréal, Omron, Sanofi, Visa, Volkswagen Group, and leading brands from the Kering, LVMH, and Richemont Groups.

The post Ruder Finn Asia Elevates Leadership Team with Strategic Appointments appeared first on Marketing In Asia.

What are the primary reasons you believe Malaysian manufacturing businesses are hesitant to adopt smart manufacturing and MarTech solutions?

Malaysian manufacturing businesses, like those in many developing countries, face several unique challenges and here are some primary reasons for their hesitancy:

1. High initial costs: The adoption of smart manufacturing technologies often requires substantial initial investments in equipment, software, and infrastructure. Similarly, MarTech solutions may involve expenses related to software licensing, integration, and ongoing subscription fees. For many small and medium-sized enterprises (SMEs), these costs can be prohibitively high, especially without clear and immediate indications of return on investment (ROI).

2. Uncertainty about benefits: Some manufacturers may be unsure about the practical benefits of smart manufacturing and MarTech solutions for their specific operations. This uncertainty can stem from a lack of successful case studies within similar industries or from the local context, making businesses hesitant to invest in technologies they are not sure will deliver the promised improvements in efficiency and productivity.

3. Cultural resistance to change: Many manufacturing businesses in Malaysia may have long-established ways of operating. There can be significant resistance from both management and staff towards adopting new technologies, driven by comfort with the status quo and fear of job displacement due to automation and digital tools.

To encourage adoption, businesses should identify key and specific operational areas to focus upon, rather than trying to tackle the entire business as a single unit. This way, martech implementations can be targeted to reduce complexity, technical requirements and cost. Such phased implementations can also help the business to gain more confidence in investing in martech and smart manufacturing solutions.

A significant gap in digital skills is often cited as a major barrier to digital transformation. What do you think about this?

The gap in digital skills is indeed a significant barrier to digital transformation, affecting many sectors globally, including in Malaysia. The rapid evolution of technology means that the skills required to manage, utilise, and innovate with these new tools are also changing swiftly, creating a gap between the current skills of the workforce and those needed to effectively implement and leverage digital technologies.

Let’s take a simple example of social media alone. The requirements and expectations for social media have changed such as preferred media type, content direction, new platforms, algorithms and more. This means that manufacturers have to keep up, but they are reluctant because of the fear of being obsolete as quickly as they acquire the skill. Similarly, as technologies like artificial intelligence (AI), machine learning, blockchain, and the Internet of Things (IoT) become more sophisticated, the skill sets required to use them effectively become more specialised. Organisations often struggle to keep up with these advancements, as upskilling an entire workforce is a massive and continuous undertaking.

Also Read: Weber Shandwick Appoints Farah Zuber as Vice President, Head of Communications for APAC

There is also often a lag between technological advancements in industry and curriculum updates in educational institutions. This misalignment means that even new entrants into the workforce might not have the skills necessary for immediate productivity in digitally transformed environments, requiring additional training and onboarding time, thus leading to businesses focusing on what they deem as ‘core skills’ instead; that they can directly benefit the business.

Sometimes the gap is also within the leadership of the business where they too are unsure of how new roles or structures should be created in the advent of digital technologies. For example, jobs that once required manual input or routine tasks are increasingly automated, shifting the job focus to more strategic activities that require digital know-how. This shift can be challenging for existing leaders who may not have the foundational digital skills to make new alignments to cater to changing requirements.

Can you explain to us the benefits of digitalisation and MarTech for manufacturing, such as improved efficiency, streamlined operations, and reduced inventory?

The benefits of digitalisation and MarTech integration in manufacturing are interrelated to deliver substantial efficiencies and strategic advantages, fundamentally transforming how businesses can be run. By automating repetitive tasks and implementing predictive maintenance through data collection and analysis using centralised dataflows or integrated IoT devices, manufacturers are able to achieve significant operational efficiency by reducing human error and potentially minimising equipment downtime. 

This automation is usually also supported by integrated systems such as ERP and CRM, which streamline communication across departments, allowing real-time data access that facilitates swift, informed decision-making, especially for managers. Such streamlined operations directly contribute to reduced inventory costs through just-in-time inventory systems and enhanced demand forecasting, which uses analytics to align production schedules with market demand therefore minimising excess stock and associated costs. 

Furthermore, these customer-facing technological advancements can extend into marketing and customer engagement to deliver elevated customer experience, supporting targeted marketing campaigns and personalised customer interactions that boost satisfaction and loyalty. This not only helps in cutting down operational costs but also in tapping into new revenue streams by reaching broader markets and introducing innovative product offerings. Overall, the synergy between digitalisation and MarTech in manufacturing not only optimises production and inventory management but also redefines customer relationships and market strategies.

Why do you think that many manufacturers continue to rely on traditional MarTech tools that are outdated and low quality?

The reluctance of many manufacturers to transition from traditional, often outdated MarTech tools to more innovative solutions can largely be attributed to a lack of awareness about what they are missing—essentially, they “don’t know what they don’t know.” This mindset leads to satisfaction with current outcomes and a perception that existing operations are sufficient, despite the potential benefits of adopting newer technologies. This situation mirrors the initial hesitation retailers had towards eCommerce, where concerns about online sales taking over offline revenues made them skeptical about the value of embracing digital commerce. However, just as retailers eventually realized that online and offline channels could complement rather than compete with each other, manufacturers too can benefit from understanding that modern MarTech tools can significantly enhance, rather than disrupt their operations.

Also, the perceived complexities and costs of transitioning to advanced technologies often seem daunting. Manufacturers may view the integration of new MarTech solutions as a cumbersome and risky overhaul that might not yield sufficiently differentiated results to justify the effort and expense. Yet, this perspective often overlooks the strategic value that such tools can bring in terms of increased efficiency, better customer insights, and enhanced competitive advantage.

Addressing these concerns involves demonstrating that the learning curve and transition costs can be effectively managed. This can be achieved through comprehensive feasibility studies and strategic planning, ensuring that the selected MarTech tools are precisely tailored to the manufacturers’ specific needs. As such, proper implementation can avoid unnecessary redundancy, reduce confusion, and minimise disruption. 

In your opinion, how has OpenMinds Malaysia been instrumental in aiding digital transformation within the manufacturing sector?

OpenMinds has helped hundreds of companies globally in the past 12 years in achieving digital transformation not only within the manufacturing sector but across retail, F&B, hospitality, education, FMCG, property development, automotive, plantation and many more. While the industries may seem different, the process does not differ too much. OpenMinds has always been focused on helping companies define clear digital transformation strategies that align with their business goals through a detailed audit process that involves key stakeholders, managers and employees. This could involve identifying key areas for digital upgrade, such as process automation, digital marketing, CRM, data analytics and competency improvement.

By using a data-driven approach, OpenMinds help manufacturers gain valuable insights into their operations, optimising processes like supply chain management, inventory control, and customer engagement through data-driven decisions. This way, we could help play a more effective role by encouraging the adoption of emerging technologies such as IoT, AI, and robotics, and providing tailored technology solutions that fit the unique needs of each manufacturing client, ensuring that new tools and systems integrate smoothly with existing processes. Also to ensure sustainable transformation, OpenMinds provides training programs designed to enhance the digital literacy of employees within the manufacturing sector to help build an internally capable team that can manage and advance digital initiatives so that companies can be less reliant on external service providers when managing their internal assets, which promotes better scalability and growth.

In short, OpenMinds is not about selling ready-made solutions or forcing companies upon cookie-cutter solutions. Instead, we have a strong focus on strategy building and have always helped companies bridge the gap between traditional manufacturing practices and modern digital capabilities, driving efficiency, scalability, and growth through well-crafted digital strategies.

Looking towards the future, if most manufacturing businesses in Malaysia adopt smart manufacturing technologies, what competitive advantages could they gain?

Adopting smart manufacturing technologies could provide Malaysian manufacturers with a host of competitive advantages, transforming their operations and elevating their standing both locally and globally. By integrating automation and AI-driven systems, these manufacturers could significantly boost efficiency and productivity, enabling better understanding of their customers, increased customer engagement, and higher quality outputs with fewer errors. This increased efficiency could also lead to substantial cost reductions by minimising labour requirements and optimising material and energy usage. Moreover, leveraging advanced data analytics through IoT and big data technologies would allow for real-time data gathering and analysis, enhancing decision-making in areas such as predictive maintenance, production planning, and inventory management.

Enhanced and centralised tracking of data also enables manufacturers to achieve agility and flexibility when engaging their customers. For example, when dataflow is integrated across channels, manufacturers can extend additional features to their customers that include order prediction, disseminate relevant educational information based on past purchase behaviour, launch advertising campaigns based on demand prediction, and even provide different platforms such as mobile apps or web-based platforms for a better experience.

The combined benefits can elevate Malaysian manufacturers to meet international standards, reducing human-related errors while increasing productivity through synchronised operations and data, making them more competitive globally. This will aid their expansion into new markets and become more competitive to drive economic growth.

Considering your extensive experience and passion for entrepreneurship and digital transformation, what advice would you give to manufacturing businesses that are just beginning their digital journey?

As with every strategy and plan, it is very important to start with a clear vision. Ask, “What am I intending to achieve with digitisation?” and lay down clear goals of what that would look like for your organisation. Try to stay away from vague goals like “increased sales” or “increased customer satisfaction.” It helps to identify areas that are complex, confusing, and perhaps already problematic and describe what the best version of that area looks like and what the desired outcome would be.

After which, conduct an internal audit of your current capabilities. This involves a thorough audit of your existing systems, processes, and workforce skills. This assessment will help identify gaps and areas that need immediate attention, facilitating a more focused approach to digital adoption, and will help you identify areas that require investment towards training your workforce to handle new technologies and understand digital workflows. This not only helps with a smoother transition but also empowers your employees to contribute to innovation. Most digitisation efforts fail due to employee resistance; therefore, making them understand how they play a role in the process will greatly help during the implementation phase.

Finally, choose the right technologies and implement them in phases. Remember, not every digital solution will suit your needs, and not every solution needs to be developed and implemented on a grand scale. When in doubt, seek out reputable experts that you are able to trust and consult with. Select technologies that align with your specific business goals, not how extensive or branded that tool is. Whether it’s IoT, AI, automation, big data analysis, or cloud computing, choose solutions that offer scalability and can grow with your business. Start small with pilot projects to test how digital solutions work within your operations. This phased approach allows you to manage risks better and iterate based on feedback and initial results before a full-scale rollout. Throughout the phases, remember to leverage data to drive decisions. Implement systems that not only collect data but also analyse it and turn it into actionable insights. Data-driven decision-making is key to enhancing efficiency and competitiveness. Always make sure that data is being collected and that you are able to use it meaningfully to achieve your goals. 

The post Embracing the Digital Shift: An Exclusive Interview with Jan Wong, Founder of OpenMinds appeared first on Marketing In Asia.

What are the primary recruitment challenges Marriott International faces in Malaysia’s hospitality sector, and how is the company addressing them?

One of the primary recruitment challenges Marriott International faces in Malaysia’s hospitality sector is managing the substantial surge in growth fueled by the resurgence of travel, particularly in the Asia Pacific region. With Malaysia recording nearly 29 million foreign arrivals in 2023 and with Visit Malaysia Year on the horizon in 2026, the country is poised for an unprecedented growth trajectory. As travel demand rebounds strongly, the need for skilled hospitality professionals has increased significantly. This surge in travel and hospitality growth presents a unique set of challenges in ensuring that we have the right talent to provide the high level of service that Marriott is known for globally.

In Malaysia, we have already opened four new hotels in the first half of the year—Moxy Putrajaya, Penang Marriott, Perhentian Marriott Resort, and Courtyard by Marriott KL South—with two more set to open by the end of the year. This rapid expansion underscores the critical need for a robust recruitment strategy to support our growth. To address this, Marriott International is focusing on several key initiatives, including the recent Marriott Be Bus campaign.

Additionally, we continue to forge partnerships with local educational institutions, such as UOA Academy, UITM, Taylor’s University and MyFutureJobs, to name a few, to create a pipeline of talent. By collaborating with these institutions, we offer internships, apprenticeships, and training programmes that provide students with hands-on experience in the hospitality industry.

Retaining our talented employees is as important as recruiting new ones. We have implemented various retention initiatives, including competitive compensation packages, recognition programs, and career advancement opportunities to ensure our team members feel valued and motivated to stay with us long-term. By addressing these recruitment challenges through strategic partnerships, targeted campaigns, and comprehensive retention initiatives, Marriott International is well-positioned to continue its growth and deliver exceptional hospitality experiences in Malaysia.

Also Read: Weber Shandwick Appoints Farah Zuber as Vice President, Head of Communications for APAC

Can you elaborate on the objectives and strategies behind Marriott’s innovative ‘Be Bus’ campaign?

Marriott launched the first-of-its-kind Be Bus campaign in Malaysia. We recently launched the roadshow across Peninsular Malaysia, such as Kota Bharu, Kuala Terengganu, Seremban, Johor Bahru, Alor Setar, and Ipoh, to recruit and personally connect with local talent to join the family of 7,000 associates in 50 Marriott Bonvoy hotels and resorts across Malaysia. With this campaign, we aim to leverage Marriott Bonvoy’s value to solidify the brand’s trustworthiness and industry leadership.

What are the key elements that set this campaign apart from traditional recruitment approaches?

The Be Bus campaign is a dynamic roadshow that sets itself apart from traditional recruitment approaches by visiting multiple locations across West Malaysia. This strategy allows us to reach a broader and more diverse talent pool by engaging candidates directly within their own communities. By partnering with colleges, PERKESO, and leveraging their networks, we can access a vast database of potential talents, significantly enhancing our recruitment efforts.

Additionally, the on-ground tours enable us to adapt to different contexts and respect diverse cultures, which helps us connect personally with candidates and add a personal touch often missing in traditional methods. It is also rare for an international hotel group such as Marriott to recruit within smaller provincial towns as well as urban cities. However, through this campaign, we aim to tap into local talent, demonstrating our commitment to inclusivity and community engagement.

How is the integration of Marriott Bonvoy into the ‘Be Bus’ campaign enhancing brand recognition and attracting top talent? What synergies have you observed between the loyalty programme and your recruitment efforts?

Our focus with the ‘Be Bus’ campaign is on showcasing the diversity of brands under the Marriott Bonvoy umbrella to grow awareness and attract top talent. By highlighting the multiple brands, hotels, and resorts within our portfolio, we demonstrate to potential candidates that there are varied and exciting career opportunities available beyond the traditional hotel roles. This includes positions in engineering, finance, sales and marketing, and many other fields.

Through the ‘Be Bus’ campaign, we aim to reach a wide audience and show that a career with Marriott can cater to a diverse range of skills and professional backgrounds. This broadens our appeal and helps us attract talent from various disciplines, ensuring we build a robust and versatile workforce. The campaign is designed to raise brand awareness and present Marriott as an inclusive and dynamic employer with opportunities across multiple sectors and locations.

Given the rapidly changing employment landscape, what proactive steps is Marriott International taking to navigate these transitions and capitalise on emerging opportunities in the hospitality industry?

Given the rapidly changing employment landscape, Marriott International is taking proactive steps to navigate these transitions and capitalise on emerging opportunities in the hospitality industry. In Malaysia, the job landscape is evolving due to technology and the shifting of employees’ preferences, leading to a demand for diverse skills. Marriott International addresses these changes head-on by investing in programmes and partnerships that unlock access to training and mentorship opportunities across our business.

For example, we have partnered with PERKESO MyFutureJobs, to launch the Marriott Bonvoy Be Bus campaign. This campaign reaches applicants from non-hospitality backgrounds and redefines traditional hotel job roles by focusing on subject-matter expertise, such as veterans and business stewards, rather than task-oriented definitions. This approach allows us to be nimbler in meeting operational changes and shifts in demand, delivering seamless service to our guests.

Marriott International’s approach is guided by our People First culture, creating an environment of continuous learning where career journeys are tailored to the needs and aspirations of individual associates. Our career development framework, ‘Become’, provides all Marriott hires with a personalised development plan from the start, with clear short- and long-term goals set and re-evaluated with their superiors. This approach aims to cultivate more curious, courageous, and connected leaders.

By taking these proactive steps, Marriott International is not only adapting to the rapidly changing employment landscape but also setting a standard for the hospitality industry.

Looking ahead, what are Marriott International’s key priorities and initiatives for talent management and development in Malaysia? How do you envision the future of hospitality recruitment evolving in the coming years?

Marriott International in Malaysia is committed to prioritising diversity, equity, and inclusion (DEI) as fundamental to driving innovation and sustainability in the hospitality industry. In response to the evolving employment landscape, Marriott continues to champion women’s advancement through initiatives like the Women Ambassador Network in Asia Pacific, which aims to foster a robust pipeline of female leaders. Our “TakeCare Culture” underscores our commitment to our associates’ physical and mental well-being, with dedicated ‘TakeCare Champions’ organising activities that promote wellness and community engagement. We also prioritise mental health training for leaders to support their teams effectively, creating a supportive work environment.

Looking forward, Marriott International is focused on nurturing the next generation of leaders through comprehensive leadership development programmes. By fostering open communication channels and leveraging feedback from our associates through initiatives like the Marriott Associate Engagement Survey, we ensure our strategies align with employee needs and aspirations, enhancing overall engagement and retention.

Looking ahead, Sabrina Abdullah envisions a future where Marriott International continues to lead in talent management and development, prioritizing diversity, equity, and inclusion, and fostering a culture of continuous learning and well-being. With comprehensive leadership development programs and a commitment to employee engagement, Marriott is poised to attract and retain top talent in Malaysia’s hospitality sector. Through strategic initiatives and a focus on innovation, Marriott International aims to set new standards in the industry, ensuring sustained growth and excellence in hospitality for years to come.

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Reporting directly to Tyler Kim, APAC CEO, Zuber will spearhead Weber Shandwick’s strategic integrated communications initiatives across key markets. Her role will encompass engaging with a diverse range of stakeholders, including both external and internal audiences.

“Farah’s extensive regional experience in reputation management and her deep understanding of the business landscape are instrumental in driving our next growth phase. Her appointment demonstrates our commitment to delivering greater value to our employees, clients, and partners in the region. We are thrilled to have her with us,” said Kim.

Also Read: Thrive to Survive: The new business race for agencies

Expressing her excitement, Zuber commented, “It is exciting and an honour to be part of Weber Shandwick, an agency renowned for delivering value-driven, earned-first work for decades. Additionally, the agency’s culture, which deeply embraces diversity and well-being, is truly refreshing. I strongly believe these two elements – the commitment to the work and to people – are what makes a brand successful and meaningful. I look forward to contributing to the agency’s growth moving forward.”

Zuber brings with her 14 years of marketing and communications experience, with a specialization in designing and activating holistic communications across earned, owned, and paid channels. Her impressive portfolio includes leading strategic executions of multi-market campaigns for companies across APAC, the United States, and the Middle East.

Her career trajectory includes key roles at industry giants such as Ogilvy Public Relations, ARC Worldwide, and Edelman. She was also the pioneering market leader for SPAG (SPAG FINN Partners) and served as part of the leadership team at Redhill. Zuber’s expertise spans corporate communications and reputation building across various sectors, including technology, finance, and governance.

The post Weber Shandwick Appoints Farah Zuber as Vice President, Head of Communications for APAC appeared first on Marketing In Asia.

Starbucks Hong Kong is collaborating with the Vocational Training Council (VTC), a provider of professional and vocational education and training in Hong Kong, and Junior Achievement (JA) Hong Kong, a nonprofit organization that helps young people learn about the working world through first-hand volunteer experiences.

The Community Store will serve as a nurturing hub for students to explore potential careers, particularly in the food and beverage industry. Through interactive workshops and career exploration programs, funded by a grant from The Starbucks Foundation and a portion of the store’s sales, students will gain hands-on experience, job shadowing opportunities, and mentorship from various Starbucks partners (employees).

These workshops, led by seasoned experts from various business sectors, aim to inspire and prepare the next generation for employment in the food and beverage (F&B) industry. This initiative addresses a significant challenge in Hong Kong’s F&B sector, where over 95% of restaurants struggle to fill positions.

This project extends the collaboration between Starbucks Hong Kong and JA Hong Kong, which began in 2014. Supported by The Starbucks Foundation, this partnership has equipped over 350 students from 21 local schools with skills in design thinking, coding, and an entrepreneurial mindset since 2023.

Alan Chan, general manager of Starbucks Hong Kong and Macau, commented on the launch, stating, “Apart from offering the unique Starbucks Experience, it is also our aim to dedicate our efforts to making our beloved city a better place for the future generation. The collaboration with JA Hong Kong is a testament to our dedication, we hope to empower more youth through this new Community Store, helping them to build a fulfilling career in the food and beverage industry as well as developing the skills and mindsets needed for long-term success.”

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The Xtreme app has been removed from Google Play Store. For existing users, it displays the message that the area is not serviceable.

Besides, the company has also relaunched its intercity food delivery offering ‘Legends’. The developments were first reported by ET.

Zomato launched Xtreme in October last year, rolling it out in nearly all of the 750-800 cities where the company offers food delivery. It targeted both small and large merchants for delivering small packages intracity, similar to services provided by Shadowfax, Porter, and Loadshare.

The package delivery charges started at INR 35 on Xtreme.

However, a company executive told ET, “It was an experiment…a lot of restaurants do direct delivery and the company’s feedback was that restaurants wanted a similar quality of experience for direct deliveries. That was the basis on which Xtreme was rolled out. But it was always an experiment and could have swung either way.”

Meanwhile, Legends has been launched in Delhi NCR and Bengaluru, with plans to expand to other cities soon, ET said.

In the latest iteration of the service, under which Zomato delivers food from renowned restaurants in select cities, the company has shifted back to delivering directly from restaurants rather than pre-stocked items. It has also set a minimum order value of INR 5,000 for the service.

Additionally, customers can now curate orders from various restaurants nationwide within a single order.

The post Zomato Suspends Xtreme Logistics and Relaunches Legends Food Delivery appeared first on Marketing In Asia.

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Sumit Gupta, co-founder of CoinDCX, noted that after six years of operation in India and adhering to stringent compliance standards, the company is prepared to apply a similar compliance-first approach in the MENA region. In India, CoinDCX is registered with the Financial Intelligence Unit (FIU), affirming its status as a legally compliant cryptocurrency entity.

The financial details of the acquisition have not been disclosed by CoinDCX and BitOasis.

“Investor protection has been paramount, and we have distinguished ourselves in India with unwavering compliance. We are committed to upholding the same standards wherever we operate. Our expansion strategy begins with the MENA region, capitalising on its mature market and the population’s keen interest in crypto investment,” Gupta stated in a prepared statement. He further detailed the acquisition in a series of posts on X (formerly Twitter).

BitOasis’ Role in the MENA Region

Founded in 2016, BitOasis has facilitated cryptocurrency trading for retail, institutional, and high net worth individuals, supporting over 60 cryptocurrencies.

According to CoinDCX, BitOasis has handled over $6 billion in trading volume and has raised more than $40 million from various investors since its inception. Notably, BitOasis was the first cryptocurrency platform to register with the UAE Financial Intelligence Unit in 2021.

Ola Doudin, co-founder and CEO of BitOasis, commented on the acquisition: “This acquisition will enable further growth. Users can expect a broader product portfolio, enhanced crypto services offering, broader access to an expanded range of tokens, increased liquidity, improved trading options, and an overall enhanced user experience.”

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Sean Jeong, who joined Mars in 2016 as the Chief Financial Officer of Mars Korea, brings a wealth of experience from his previous roles at Procter & Gamble in Singapore, Japan, and Korea. In 2017, Jeong was instrumental in the integration of Mars Wrigley and the formation of the North Asia cluster. Known for his agility and people-oriented approach, he was promoted to General Manager of Mars Korea in 2019. Under his leadership, Mars Korea consistently exceeded sales and profit targets, becoming the leading mint company and top chocolate brand across digital channels.

In his new role, Jeong will oversee the strategic and high-growth markets of Malaysia, Thailand, Singapore, and Indonesia. These markets offer significant opportunities for growth and innovation in the snacking category within a complex and diverse region. Jeong aims to focus on cultivating a strong talent development pipeline and championing Asian representation within the global enterprise.

Kalpesh Parmar, General Manager at Mars Wrigley Asia, praised Jeong’s track record: “Sean’s achievements in Korea are a testament to his leadership acumen and vision. His strengths will be instrumental in driving Mars Wrigley’s ambitious growth agenda for West Asia and the larger Asia region. Sean’s strong track record in consistently delivering on business performance will help us drive our commitment to strengthen our regional presence, deliver quality growth, and build purpose-driven brands across West Asia’s fast-growing channels.”

Also Read: Sushi Sushi Joins Forces with Untangld to Drive Customer-Centric Growth Strategy

Expressing his enthusiasm, Jeong stated, “I am excited for the opportunity to lead this dynamic region and to partner with an energized team that lives our purpose in inspiring moments of everyday happiness. I truly look forward to growing the business together with our associates and partners as we continue our legacy to bring our iconic and culturally relevant brands to consumers, and make a positive impact on communities.”

Succeeding Jeong as General Manager of Mars Korea is Doo Ho Lee, marking another strategic leadership shift within Mars Wrigley.

About Mars, Incorporated

Mars, Incorporated believes that the world we want tomorrow starts with how we do business today. As a global, family-owned business, Mars is committed to making a positive impact through its diverse and expanding portfolio of quality snacking, food, and pet care products and services. Employing over 140,000 dedicated associates and achieving more than $47 billion in annual sales, Mars produces some of the world’s most beloved brands, including Ben’s Original, CESAR®, Cocoavia®, DOVE®, EXTRA®, KIND®, M&M’s®, SNICKERS®, PEDIGREE®, ROYAL CANIN®, and WHISKAS®. Mars is also making strides in pet care through its global network of pet hospitals and diagnostic services.

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With an illustrious career spanning more than 30 years in both the UK and Australian markets, Rachel Walker is renowned for her prowess in driving growth through robust business strategies, brand building, and innovative campaign development. Her diverse experience encompasses the consumer goods, aviation, defense, automotive, and fintech sectors, earning her numerous accolades for effectiveness and creative strategy, including prestigious Effie awards, APG, and Grands Prix in the IPA Effectiveness and Marketing Society awards.

Walker’s impressive resume is further highlighted by her role as a seasoned judge for international shows such as the AWARD awards and The Effies. This new role signifies a return to the Publicis Groupe network, where she previously excelled as Global Strategy Director at Publicis London.

Also Read: Sushi Sushi Joins Forces with Untangld to Drive Customer-Centric Growth Strategy

Patrick Rowe, CEO at Saatchi & Saatchi Australia, expressed his enthusiasm, stating, “Rachel will make a huge contribution to Saatchi & Saatchi. She has an incredible track record of working with mature brands, producing impactful campaigns that people love, and with a list of effectiveness awards that is nothing short of amazing. We’re so excited that she’s part of our team.”

Rachel Walker herself is equally thrilled about this new chapter. “I’m thrilled to be joining the brilliant team at Saatchi & Saatchi Australia. It’s an iconic agency I’ve admired throughout my career, and I am delighted to finally have the opportunity to work with some of Australia’s best brands,” she commented.

In her new role, Walker will enhance and expand the agency’s strategic capabilities, working across an array of portfolios, including Vodafone and Arnott’s.

About Saatchi & Saatchi

Saatchi & Saatchi is globally recognized for creating powerful ideas for some of the world’s leading brands, underpinned by their unwavering belief that “Nothing is Impossible.” In Australia, their portfolio includes prestigious clients such as Toyota, Vodafone, Nestle, and NRMA, with a notable achievement being the Grand Effie for Arnott’s.

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The platform, expected to go live by 2026, will interlink domestic fast payment systems (FPS) of Malaysia, the Philippines, Singapore, Thailand, and India. The central banks of these countries are the founding members and first movers of the platform.

“An agreement to this effect was signed by the BIS and the central banks of the founding countries — Bank Negara Malaysia (BNM), Bank of Thailand (BOT), Bangko Sentral ng Pilipinas (BSP), Monetary Authority of Singapore (MAS), and the Reserve Bank of India — on June 30, 2024, in Basel, Switzerland,” the RBI said in a release.

Indonesia will continue to be involved as a special observer to the platform. Project Nexus is aimed at making retail cross-border payments efficient, faster, and cost-effective, the RBI release said. The banking regulator has indicated that the platform would be extended to more countries in the future.

India has been promoting its homegrown FPS, the Unified Payments Interface (UPI), for cross-border person-to-person (P2P) and person-to-merchant (P2M) payments. Countries such as Mauritius, Singapore, Nepal, and Sri Lanka, among others, accept UPI payments, as per details on the National Payments Corporation of India’s (NPCI’s) website.

Spotlight is now on cross-border international payments as fintech players in India and the NPCI focus on international payments. It follows NPCI’s push to take UPI rails international after breaking into markets such as France, Sri Lanka, Singapore, and Mauritius.

In January 2024, NPCI had announced the launch of UPI-PayNow linkage that enables Indians to receive remittances directly into their bank accounts from Singapore and vice-versa. The same month, Google Pay and NPCI International Payments signed an agreement to expand the scope of UPI payments outside India. In February this year, NPCI announced a partnership with e-commerce and proximity payments company Lyra to enable UPI acceptance in France. The same month, UPI services were rolled out in Sri Lanka and Mauritius.

Last month, fintech major PhonePe collaborated with Sri Lanka-based LankaPay to enable UPI payments in the island country.

The post RBI and BIS Partner on Project Nexus for Cross-Border Payments appeared first on Marketing In Asia.

Delgado is widely credited for leading UnionBank’s digital retail banking innovations, including the digital bank branch model and UnionBank Online, prior to assuming this role.

She will succeed Edwin Bautista, the current president and CEO, who has had a 27-year career at UnionBank. During his tenure, the bank transformed into the leading digitized bank in the country and set its sights on becoming a retail bank leader.

Delgado joined UnionBank as a management trainee in November 2003. Throughout her career, she has led business development for SME Banking and Retail Consumer Finance, including credit cards and loans.

She was also responsible for designing the customer experience across the Bank’s physical and digital touchpoints, distinguishing UnionBank from traditional banks.

In addition to her roles, Delgado expanded her responsibilities to head the bank’s Institutional Banking business. She also managed customer experience and digital channels, served as a director on the UnionBank board, and chaired the CitySavings Bank board.

Erramon Aboitiz, chairman of the UnionBank Board of Directors, commented on the appointment: “We are looking forward to taking UnionBank to greater heights with Ana at the helm. Her experience and expertise will allow her to lead the Bank’s continued digital transformation which was started by Edwin and has put UnionBank on an accelerated road towards its aspiration to be a great retail bank.”

The post Ana Aboitiz Delgado Appointed as UnionBank’s New CEO appeared first on Marketing In Asia.

Can you share a pivotal moment from your corporate or startup experience that has significantly shaped your approach to consulting and coaching early-stage entrepreneurs?

• David and Goliath  – I always believed that when it comes to Customer Love, what a big company does, a small company can do much better. All through my corporate journey, there were many moments when I thought, as a big company, we have all the money, the brand, the resources, why can’t we create true ‘Customer Love’. Love, where if you as a brand disappear tomorrow morning, you take a part of the soul away from your loyal customers. This was one of the key factors, towards moving from Corporate life to Entrepreneurship
• The 100 page SHA + SSA and 3 cups of coffee– I remember sitting in a coffee shop, sometime in 2012, with a SHA (Shareholder Agreement) and a SSA (Share subscription Agreement), given to me for review by the Angel group, who was putting the 1^st external capital monies in my startup. I spent 4 hours reading, what I was not trained to do. So many questions and no one trustworthy to ask for an honest response. The pressure of irritating the investors, with too many ‘track changes’ also played on my mind as an Entrepreneur waiting for Money to hit the bank. That and many such moments in my own Entrepreneurship journey, drew me towards becoming an Early Stage Entrepreneurship Coach.

What are some common challenges you observe among entrepreneurs at the earliest stages of their journeys, and how do you recommend they overcome these challenges?

I observe some very specific challenges and pre-set notions in the mind of aspiring and early-stage Entrepreneurs:

• Niche v/s the Big TAM game – Not every entrepreneur needs to solve for Gen AI or make a low calorie Cola. In fact, the larger the TAM (Total Addressable Market), the more competitive it is with a small bootstrapped budget to make an impact in the market. Ideally a small niche, allows you to focus on the smallest set of customers, who really need what you are building. When you create super Customer love with these set of users, who have the acute problem that you are solving, then you can increase the TAM over time.

• Every Idea has already been taken – Often times, very young and aspiring Entrepreneurs, who want to choose Entrepreneurship as a career option, face this dilemma. Ganesh Balakrishnan, Founder at Flatheads said something beautiful ‘The key to a good startup idea lies in the power of observation and an open mind. You can identify big opportunities hidden in plain sight’. This is a skill that I advise early stage aspiring Entrepreneurs to inculcate.

• Fundraising is Entrepreneurship – Staying away from this belief is a challenge of our times for young entrepreneurs. The belief that ‘only if I raise money, can I build a startup’, ignoring this noise and getting started, is a clear challenge. There are so many benefits of starting small, building a frugal prototype or MVP (Minimum Viable Product), finding a few users, looking for a grant from an Incubator/Central government scheme, then looking at raising your first round of external capital.

How do you help entrepreneurs identify and validate their business ideas in the initial stages, ensuring they have a viable market fit?

Early-stage consulting can be very subjective, since each idea is different and therefore there is a need for a framework to help with Idea Validation. A framework also helps in deep diving into the problem that the Entrepreneur intends to solve.

To make this process more tangible, I work on an 8-step framework, as outlined in the image below:

1. Defining the Problem – Identifying the Problem clearly. This is a critical step, since we can get lost into the solution. Take a step back and articulate the problem in one sentence
2. Is it a Painkiller – Get the Entrepreneur to speak to at least 25-30 people who have this specific pain on account of this problem. You want to be a Painkiller and not a Vitamin C tablet
3. How is big is your market? – How to calculate the TAM? You can use existing Industry metrics for a Top-Down Approach or a Bottom up approach where you multiply the number of users with the Average Order Value
4. Competition Analysis – Create a 2X2 Competition grid to clearly see the white spaces in the Industry. A competition matrix is a reflection of the Industry, in which you want to build your Idea
5. Crafting the MVP – Focus on only those features that solve a problem. Building a solution secretly in beta state is passé. Great products are built after many layers of iterations, based on customer feedback
6. PMF and Channel – Product Market Fit will come from the customer cohort who are the early adopters, for whom the problem is being solved the most. Product Channel Fit is as important as PMF. Choice of selling on Website, Marketplaces, Omni channel, General Trade, Modern Trade, Exports etc.
7. Revenue and Unit Economics – Entrepreneurs need to assess their Unit Economics on a monthly basis. Understanding the layers of Contribution Margins, EBITDA and Net Profit are critical in today’s times.
8. Bootstrapping and getting off the ground – Bootstrapping can teach you so much about running a frugal business. Pitching to Friends and family members for your initial funds. Looking at Government and Incubator grants are also a possibility at this stage for select sectors.

Also Read: TIMES24 Malaysia Wins Prestigious Brand Laureate Award, Dominates Car Park Management Industry

 Could you discuss the importance of building a strong team early on and what qualities you believe are essential in the founding team of a startup?

• Strengths of the Founding Team – It is important for the founder/s to reflect on, ‘What are the key strengths of the team members’? Are they experts in technology product development, digital marketing etc. What is their core training; are they technologists or marketeers or finance professionals. The balance in the Founding team, is critical in the early days, since you may not be able to afford a lot of external consultants and specialists.

• Culture is Top-Down – The Founder and the first team, set the tone of the company culture in the early stages of the 0-1 journey. In my book ‘Ain’t No Eureka – Your Idea to Enterprise Journey’, I talk about how Company Culture is critical in the early days of a Startup. I quote Harsh Jain, Founder at Dream 11, who says “For anyone wanting to build culture, write down what culture means to you. In the first 20-30 employees, culture flows directly from the founder. After you cross that number, you need the culture to be written down, what does that culture actually mean?”

He goes on to say “We(Dream 11) have had the same office DNA since we started in 2008. We have an astroturf in our whole office. We keep with the sports culture and the sports DNA. We are truly a digital company, so people are our biggest asset. We keep our headcount low, so that people are challenged beyond just one specialized skill set and they grow with us. Every single person must have meaningful ESOPS, so we create wealth for them as we create wealth for our investors and shareholders.” Thinking about Culture very early on, is important. Often time founders think that this is a job of the HR department and we can do this, when we reach some size and scale.

• Hiring for Culture before Skills – In the early stages of the startup, its all about the heart and the culture and the mission that you are on. When you hire, think of the Culture first and then the Skill set of the initial core team members. There will be a lot of potholes, adversities, near death situations; at this time the mission of ‘WHY’ the team got together, to solve a specific problem, keeps the Startup alive and kicking.

 In your experience, what are the key elements that distinguish successful early-stage startups from those that struggle to gain traction?

• Obsessing about the Problem – Entrepreneurs who from Day 1, when they have the seed of the Idea in their mind, obsess about the pain areas and the angst of the potential customers, are the ones who outlive others. There a million decision points for an Entrepreneur to make in his/her journey, they must use ‘solving the problem’ as their yardstick at the crossroads of all these decisions.
• Deep Focus on Iterating the Solution – No product is successful in its first version. Customer conversations leading to product iterations are the only way to ultimately reach success. The constant endeavour to be the best, not necessarily the largest, differentiates Entrepreneurs.
• Stay Humble despite Fundraising – You are here to solve a problem, you are not your company, but in fact as an Entrepreneur your primary role is to serve your company. Entrepreneurs have to keep staying away from the glamorous weight of fundraising heroism, and stay humble. This is a huge differentiating factor.
• Demolish to rebuild continuously – There is no constant today. In 2023 we were cribbing about the need to have ice cream, cauliflower and ear phones delivered in 10 mins. Today, its part of our daily lives. Life before and after GPT, are drastically different for many professionals. I think reinventing your products and services, the way you market them, the new customer pain areas you uncover, have all got to be reviewed from time to time.
• Build a Company Culture to be proud of – Build a culture, which people at 7 p.m on a Sunday evening, think about with a smile. Take care of your employees and they will take care of your customers.

Aneesh Khanna’s deep understanding of the entrepreneurial landscape, combined with his practical approach to coaching, offers a guiding light for early-stage entrepreneurs. By focusing on problem-solving, iterative development, and fostering a strong company culture, entrepreneurs can navigate the complexities of their startup journeys with confidence and resilience. As Aneesh emphasizes, the key to success lies in staying humble, continuously evolving, and obsessing over creating value for customers. With these insights, aspiring entrepreneurs are better equipped to build impactful and enduring businesses.

The post Interview with Aneesh Khanna: Insights on Early-Stage Entrepreneurship appeared first on Marketing In Asia.

Ascott’s ambitious goal of surpassing S$500 million in fee revenue by 2028 underscores its commitment to robust growth. The company’s business development team has welcomed Ms. Venessa Koo as Vice President for Hong Kong, Taiwan, the Philippines, and Vietnam; Mr. Teo Junrong as Vice President for Singapore, Malaysia, and Indonesia; and Mr. Thomas Lamson as Vice President for Business Development and Product & Technical Services for Europe, Middle East, and Africa (EMEA). Additionally, Mr. Joseph Wong, Managing Director for China, will drive business development alongside overseeing all operational aspects in this critical market.

To spearhead strategic growth and operational excellence, Ascott has appointed Mr. Steven Chan as Vice President of Global Franchise Services and Regional General Manager for Indochina, and Ms. Sophie Mougel as Vice President of Strategy and Regional General Manager for the Philippines and Malaysia. Both executives will leverage their deep local insights to harness new opportunities in their respective regions.

Ms. Serena Lim, Chief Growth Officer at Ascott, emphasized, “The appointment of these industry veterans to our business development team signals our commitment to invest in top talent to build Ascott’s growth ecosystem and establish Ascott as the operator of choice for lodging property owners around the world. With each of them focusing on a key region, Ascott is now better positioned to penetrate deeper into existing markets and make headway in new markets through targeted growth strategies. Leveraging Ascott’s diverse portfolio of brands, wide range of accommodation options, and extensive global network, we are confident of offering customized solutions that deliver sustained value to owners.”

Also Read: Rocketfuel Entertainment Unveils Strategic Restructure and New Senior Appointments

Ms. Wong Kar Ling, Chief Strategy Officer at Ascott, added, “Ascott has embarked on a transformative journey to become a global leader in hospitality, and we are actively looking for new opportunities to stay ahead and elevate our position in the ever-evolving industry. The appointment of new strategy and operational leads will help us to drive Ascott’s commercial performance in key markets while pursuing strategic growth initiatives such as mergers and acquisitions, transformation, and partnerships. We are committed to strengthening Ascott’s competitive edge to continue delivering exceptional stay experiences for our guests, strong value and returns for our owners, as well as attractive career opportunities for our associates.”

Profiles of New Appointees:

Venessa Koo, Vice President, Business Development Ms. Koo will shape Ascott’s business development strategies to expand its portfolio in Hong Kong, Taiwan, the Philippines, and Vietnam. With over two decades of experience in hospitality operations and consultancy, her expertise will drive market-specific growth.

Teo Junrong, Vice President, Business Development Mr. Teo will oversee business development opportunities in Singapore, Malaysia, and Indonesia. His previous role at Colliers Hotels & Leisure Asia as Director of Capital Markets and Advisory Asia highlights his expertise in cross-border hospitality transactions.

Thomas Lamson, Vice President, Business Development and Product & Technical Services, EMEA Mr. Lamson will structure development strategies for Ascott in EMEA, leading technical developments and asset enhancement initiatives. His background includes leadership roles at Adagio and JLL Hotels & Hospitality.

Joseph Wong, Managing Director, China Mr. Wong will lead Ascott’s portfolio in China, focusing on growth and operational efficiency. His extensive experience includes senior roles at IHG Hotels & Resorts.

Steven Chan, Vice President, Global Franchise Services and Regional General Manager, Indochina Mr. Chan will develop Ascott’s global franchise strategy and oversee properties in Indochina. His career spans roles in operations, finance, and revenue management across leading hospitality brands.

Sophie Mougel, Vice President, Strategy and Regional General Manager, the Philippines and Malaysia Ms. Mougel will implement Ascott’s global strategic plans and manage the performance of properties in the Philippines and Malaysia. Her previous roles include Director of Operations for Southeast Asia & Korea at IHG Hotels & Resorts.

Since pioneering Asia Pacific’s first international-class serviced residence in 1984, Ascott has grown into a trusted hospitality company with over 950 properties globally. With its extensive network and in-market expertise, Ascott continues to deliver exceptional value and opportunities for its stakeholders.

About The Ascott Limited

Ascott, established in 1984 with the opening of The Ascott Singapore, has become a leading hospitality company with over 950 properties in more than 220 cities across 40 countries. Headquartered in Singapore, Ascott offers diverse accommodations, including serviced residences, coliving spaces, hotels, senior living apartments, student housing, and rental properties. Its renowned brands include Ascott, Citadines, lyf, Oakwood, Quest, Somerset, and more. The Ascott Star Rewards (ASR) program provides members with exclusive benefits and offers.

As a subsidiary of CapitaLand Investment Limited, Ascott leverages its network and expertise to grow fee-related earnings through hospitality and investment management. Celebrating 40 years of service, Ascott has launched the Ascott Unlimited campaign, highlighting its commitment to innovation and growth. Learn more at Ascott Unlimited.

About CapitaLand Investment Limited

CapitaLand Investment Limited (CLI) is a global real asset manager based in Singapore, managing S$134 billion in assets and S$100 billion in funds. CLI’s diverse portfolio includes retail, office, lodging, business parks, industrial, logistics, self-storage, and data centers. As CapitaLand Group’s investment management arm, CLI focuses on sustainable growth and aims to achieve Net Zero carbon emissions for Scope 1 and 2 by 2050. For more information, visit CapitaLand Investment.

The post Ascott Unveils Strategic Appointments to Accelerate Global Growth and Achieve S$500 Million Fee Revenue Target by 2028 appeared first on Marketing In Asia.

Prem Anand, Vice President of Rocketfuel Entertainment, expressed his enthusiasm for the new leadership, stating, “We are thrilled to continue our growth and operations with the new team. All three appointments bring a wealth of experience and a proven record in talent management, content, music, and sales to Rocketfuel. We are well-positioned to conduct our growth plans in digital, content, and creator marketing in 2024.”

Rocketfuel Entertainment boasts a strong association with some of Malaysia’s most beloved talents, including Zizan Razak, Zul Ariffin, Sherry Alhadad, Lisa Surihani, Nabil Ahmad, and Hawa Rizwana. Their strategic partnerships with Astro, sooka, NJOI, and other digital platforms offer a 360-degree approach to maximizing reach for their talents and clients.

A notable success story is Malaysia’s top singer Hael Husaini’s transition to acting in the drama series ‘My Famous Ex Boyfriend,’ which also served as a launchpad for his album, ‘Antonim Part 1.’ The album’s tracks, featured as official soundtracks for the series, topped the charts on YouTube, iTunes, and Apple Music upon release.

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Rocketfuel’s newly appointed team has also been instrumental in introducing a new lineup of talents and achieving significant milestones in the entertainment industry. They have played a crucial role in elevating the careers of young talents like Mierul Aiman and Fazziq Muqris, and discovering new influencers such as 13-year-old Amir Sisi, winner of the singing competition ‘The Chosen One.’ Moreover, contestants from Hero Dewi Remaja and influencer Miss Alvy are set to benefit from comprehensive exposure and promising career opportunities.

Adding to their momentum, Rocketfuel has announced a strategic collaboration with Warner Music Malaysia’s ADA. This partnership will see both companies working on local and regional projects, including joint ventures and song collaborations, with ADA exclusively distributing Rocketfuel’s catalogue across key Digital Service Providers (DSPs) like YouTube and Spotify.

Sher Leen, Head of Rocketfuel, shared her excitement about the collaboration, “We are enthusiastic about this partnership with Warner Music and we believe that this will bring a new platform for our talents and music to the regional and international front, opening up new fans and commercial opportunities.”

Dinesh Ratnam, Managing Director of Warner Music Malaysia, echoed this sentiment, “We are delighted to embark on this multi-year strategic collaboration through our distribution and label services arm, ADA. Rocketfuel has established itself as a local talent powerhouse under Astro, and we are both aligned on our vision for nurturing and growing the Malaysian creative ecosystem. We look forward to working closely and connecting Rocketfuel’s talents with audiences regionally and internationally, driving forward exciting new possibilities that leverage the global reach of our network.”

This forward-looking partnership underscores Rocketfuel’s commitment to expanding its offerings for talents and clients while continuously enhancing creative excellence across its network. For more information about Rocketfuel Entertainment or to connect with their talents, visit https://rocketfuelent.com/.

The post Rocketfuel Entertainment Unveils Strategic Restructure and New Senior Appointments appeared first on Marketing In Asia.

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Catherine So, Chief Executive Officer of the South China Morning Post, emphasized the importance of accurate context when understanding China. “To navigate the complexities of China, you need to get the context right. SCMP Plus is our premium news platform that cuts through the noise and distils a vast amount of information on China into curated and contextualised insights. It also helps our readers distinguish opportunities from risks,” she stated.

Key Features of SCMP Plus:

• Daily Pulse: Provides concise insights, analysis, and context to keep readers informed.
• Opinion: Offers diverse perspectives from SCMP’s China experts.
• Factsheet: Visualizes China’s business and economic landscape for better understanding.
• Infographics: Connects the dots between people, business, and news events.
• News Agenda: A calendar of China-centric events to keep readers updated.

Catherine So further highlighted SCMP’s long-standing role in global journalism, “SCMP has been leading the global conversation about China for more than 120 years and we expect SCMP Plus to become the go-to source for business leaders and China watchers who want to stay abreast of China’s policies, society and economy. We are thrilled to be able to offer this intelligence tool to our global audience and help them make informed decisions.”

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For more information about SCMP Plus or to sign up for a free trial, visit SCMP Plus.

About the South China Morning Post:

The South China Morning Post is a leading global news company that has reported on China and Asia for more than a century. Founded in 1903, SCMP is headquartered in Hong Kong, where it serves as the city’s newspaper of record, supported by a growing correspondent staff across Asia and the United States. With a mission to “Lead the global conversation on Hong Kong, mainland China and Asia,” SCMP has received numerous accolades for its journalistic excellence from prestigious organizations like the World Association of News Publishers and the Online News Association. Additionally, SCMP publishes premium lifestyle and fashion titles in Hong Kong, including Cosmopolitan, ELLE, Esquire, and Harper’s BAZAAR. In 2020, SCMP became the first news organization in Asia to join the Trust Project, promoting global transparency standards for credible journalism.

The post SCMP Plus Launches: Your Essential Guide to Decoding China appeared first on Marketing In Asia.