Tag: Asia Pacific

Singapore – Kargo has launched three new connected TV (CTV) ad formats in the Asia-Pacific region, aiming to solve some of the key challenges marketers face in the rapidly growing streaming space.

The new ad units—Tile, Flipbook, and Mirage—are designed to offer advertisers greater creative flexibility, enhanced storytelling capabilities, and measurable results across premium streaming platforms. These formats combine striking design with proprietary ad tech under Kargo’s “Creative Science” approach.

CTV’s growing popularity in the region has attracted a surge of advertiser interest, but Kargo says brands are often held back by fragmented audiences, inconsistent measurement standards, and the use of low-quality video creatives. The company’s new solutions are designed to tackle these issues head-on.

“Advertisers need a partner that delivers the complete package for CTV—that includes designing captivating creative, delivering to targeted audiences at scale, and providing quality inventory and reliable measurement,” said Rob Leach, general manager, APAC at Kargo. “With these new additions to Kargo’s existing CTV ad suite, Kargo provides everything advertisers need and more.”

The three new formats include:

  • Tile: Converts vertical social video into a polished CTV spot using tiled clips alongside brand messaging. It enables social campaigns to scale onto the TV screen while maintaining targeting precision across the open web.
  • Flipbook: A dynamic, interactive format that scrolls through different product features and branding elements, ideal for storytelling and product launches.
  • Mirage: An ad format that begins with animation before transitioning into a video asset. Validated by RealEyes’ AI creative testing, it has shown a 54% increase in attention during the first two seconds versus standard CTV ads.

According to Kargo, these innovations are part of a broader push to elevate performance advertising on CTV while keeping the viewer experience seamless. With expanded targeting tools and reliable performance metrics, the company aims to provide a full-stack solution for advertisers navigating the increasingly complex CTV ecosystem in APAC.

This year’s Cannes Lions has officially concluded, with Asia-Pacific showcasing a diverse number of campaigns across the region nabbing various awards from different categories–from film, industry craft, PR, and creative strategy. At the awards, Singapore’s ‘Vaseline Verified’ nabbed a Titanium while ‘The Best Place in the World to get Herpes’ campaign from the Herpes Foundation wins Grand Prix for Good.

In total, APAC is bringing a total of 118 Lions back home, a significant increase from 93 from Cannes Lions 2024, but still falling short of Cannes Lions 2023’s 123. India brought the most Lions home at 32, followed by Australia (28), New Zealand (18), Japan (13), and Singapore (12).

Without further ado, these are the full winners from APAC from Cannes Lions 2025:

CLASSIC

Audio & Radio

  • “Roobadge” (Volkswagen, DDB Sydney): Bronze > Audio-Led Creativity

Film

  • “Let There Be Cake” (KFC Thailand, Bananas): Gold > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Telstra – Better on a Better Network” (Telstra, Bear Meets Eagle On Fire): Gold > Single-Market Campaign
  • “The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Finch): Gold > Use of Humour
  • “The Comments Section” (Meat & Livestock Australia, Droga5 ANZ, Part Of Accenture Song): Silver > Viral Film
  • “Night Fishing” (Hyundai, INNOCEAN): Silver > TV/Cinema Film
  • “Go Further” (7-Eleven, Clemenger BBDO): Bronze > Consumer Goods
  • “Together is For Christmas” (Telstra, Bear Meets Eagle On Fire): Bronze > Consumer Services/Business to Business
  • “Call Me When You Need Me” (Vivo, HAVAS Beijing): Bronze > Consumer Goods
  • “Gambol ‘Dare to Step’” (Gambol, YDM Thailand): Bronze > Local Brand
  • “Steal” (Mandaue Foam Home Centre, GIGIL): Bronze > Challenger Brand
  • “Himala” (RC Cola, GIGIL): Bronze > Single-Market Campaign
  • “Telstra – Better on a Better Network” (Telstra, Bear Meets Eagle On Fire): Bronze > Use of Humour

Outdoor

  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Social Behaviour
  • “Balikbayan Magic: Philippine Oriental Food Market” (Coca-Cola, VML): Silver > Social Behaviour
  • “Nature Shapes Britannia” (Britannia Industries Ltd., Talented): Silver > Breakthrough on a Budget
  • “Too Yumm To Cheer!” (Too Yumm!, FCB Kinnect): Silver > Breakthrough on a Budget
  • “Chai Bansuri – The Tea Flute” (Unilever, Ogilvy): Bronze > Live Advertising and Events
  • “Worst Children’s Library” (Samsung, DDB New Zealand): Bronze > Interactive Experiences
  • “Lucky Yatra” (Indian Railways, FCB India): Bronze > Transit
  • “Awkboards” (Life Pharmacy, FCB New Zealand): Bronze > Use of Humour
  • “VI Guardian Beads” (VI [Vodafone Idea], Ogilvy): Bronze > Cultural Engagement

Print & Publishing

  • “Ink of Democracy” (Times of India, Havas): Gold > Corporate Purpose & Social Responsibility
  • “Jordan 23” (NBA India, Leo): Bronze > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Shaq 34” (NBA India, Leo): Bronze > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Kobe 8” (NBA India, Leo): Bronze > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Lebron 6” (NBA India, Leo): Bronze > Travel, Leisure, Retail, Restaurants & Fast-Food Chains

CRAFT

Design

  • “Sad Kama-Chan” (B&Q, Grey Thailand): Bronze > Design-Driven Effectiveness
  • “Packed Full of History” (Samsung, Clemenger BBDO): Bronze > Special Editions & Bespoke Items
  • “Eye Test Menu” (Titan Company Ltd., Ogilvy): Bronze > Posters
  • “Roobadge” (Volkswagen, DDB Sydney): Bronze > Innovation in Design
  • “Project Voice” (Google, Google Tokyo): Bronze > Inclusive Design
  • “Signs from Heaven” (Pangu Cloud, Ogilvy): Bronze > Design for Behavioural Change

Digital Craft

  • “Saltanat Light” (Citix, GForce): Silver > Real-Time Contextual Content
  • “Interface of Humanity: Powered by NTT” (NTT, Dentsu Tokyo): Bronze > UX & Journey Design
  • “Body Swap” (Netflix, AKQA): Bronze > Experience Design: Multi-Platform

Film Craft

  • “Telstra – Better on a Better Network” (Telstra, Bear Meets Eagle On Fire): Grand Prix > Animation
  • “Donkey” (Telstra, Revolver): Gold > Direction
  • “Telstra – Better on a Better Network” (Telstra, Bear Meets Eagle On Fire): Gold > Production Design/Art Direction
  • “Donkey” (Telstra, Revolver): Silver > Production Design/Art Direction
  • “Fight for Thais’ Gut” (Dutchie, Ogilvy): Bronze > Casting
  • “The Shoemaker” (Telstra, Revolver): Bronze > Production Design/Art Direction

Industry Craft

  • “Eye Test” (1001 Optometry, VML) Gold > Art Direction
  • “Eye Scan” (1001 Optometry, VML) Gold > Art Direction
  • “Eyecare” (1001 Optometry, VML) Gold > Art Direction
  • “No Labels” (Nikka Whiskey, Dentsu Inc.): Gold > Photography: Brand & Communications Design
  • “Make Love Last – Bedroom” (Viatris, Ogilvy): Bronze > Photography: Outdoor
  • “Make Love Last – Living Room” (Viatris, Ogilvy): Bronze > Photography: Outdoor

ENGAGEMENT

Creative Data

  • “Acko Tailor Test” (Acko, Leo): Gold > Creative Data Collection & Research
  • “Sato 2531” (Asuniwa, Dentsu Global): Gold > Cultural Engagement

Direct

  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Local Brand
  • “Certified Toasters” (Goodman Fielder Baking, DDB New Zealand): Silver > Small-Scale Media
  • “Sad Kama-Chan” (B&Q, Grey Thailand): Silver > Small-Scale Media
  • “Vaseline Verified” (Unilever, Ogilvy): Silver > Co-Creation & User-Generated Content
  • “Ink of Democracy” (Times of India, Havas): Bronze > Social Behaviour

Media

  • “Vaseline Verified” (Unilever, Ogilvy): Gold > Healthcare
  • “Takeoff Takeover” (Cathay Group, Leo): Silver > Use of Outdoor
  • “Vaseline Verified” (Unilever, Ogilvy): Silver > Audience Insights
  • “Legacy Lager” (Legacy Australia, VML): Silver > Social Behaviour
  • “Export Ultra Cold Call Back Service” (Export Ultra, Carat): Silver > Local Brand
  • “Eye Test Menu” (Titan Company Ltd., Ogilvy): Bronze > Healthcare
  • “Ink of Democracy” (Times of India, Havas): Bronze > Use of Print
  • “Reshaping Rugby: The World’s First TikTok Final” (2Degrees, TBWA\New Zealand): Bronze > Use of Mobile
  • “Garuda Rakshak” (DSP Mutual Funds, Dentsu Creative): Bronze > New Realities & Emerging Tech
  • “Certified Toasters” (Goodman Fielder Baking, DDB New Zealand): Bronze > Retail Media
  • “Nature Shapes Britannia” (Britannia Industries Ltd., Talented): Bronze > Breakthrough on a Budget
  • “Time To Live” (Cancer Research, The Ministry for Communications & The Arts): Bronze > Breakthrough on a Budget
  • “Safe Sketch” (Save The Children, Cheil Hong Kong): Bronze > Corporate Purpose & Social Responsibility
  • “Heinz Roller Shutter” (Heinz, Kraft Heinz): Bronze > Small-Scale Media

PR

  • “Lucky Yatra” (Indian Railways, FCB India): Grand Prix > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Local Brand
  • “Vaseline Verified” (Unilever, Ogilvy): Silver > Community Management
  • “36 Months” (36 Months, Supermassive): Silver > PR Effectiveness
  • “Sato 2531” (Asuniwa, Dentsu Global): Silver > Research, Data & Analytics
  • “Lucky Yatra” (Indian Railways, FCB India): Silver > Social Behaviour
  • “Vaseline Verified” (Unilever, Ogilvy): Bronze > Social Engagement
  • “Sato 2531” (Asuniwa, Dentsu Global): Bronze > Single-Market Campaign
  • “Unfreeze My Rights” (Awakening Foundation, Dentsu Creative Taiwan): Bronze > Single-Market Campaign
  • “Export Ultra Cold Call Back Service” (Export Ultra, Special): Bronze > Use of Humour
  • “Box to Beds” (Amazon, Ogilvy): Bronze > Cultural Engagement

Social & Creator

  • “Vaseline Verified” (Unilever, Ogilvy): Grand Prix: Community Building
  • “Erase Valentine’s Day” (Mondelez International, Ogilvy): Gold > Use of Humour
  • “Vaseline Verified” (Unilever, Ogilvy): Silver > Healthcare
  • “The Ordinary Life Hearing Test” (The Foundation for the Deaf, CJ WORX): Silver > Content Placement
  • “Bassi vs. Men’s Facewash” (Garnier L’Oreal, BBH India): Bronze > Use of Humour

ENTERTAINMENT

Entertainment

  • “Night Fishing” (Hyundai, INNOCEAN): Grand Prix > Fiction Film: 5-30 minutes
  • “Make New Zealand The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Motion Sickness): Bronze > Use of Humour

Entertainment Lions for Gaming

  • “Project: Memory Card” (PlayStation, Six Inc.): Silver > Audio-Visual Content

Entertainment Lions for Music

  • “The Girl Who Played The Tutari” (Coca-Cola, VML): Silver > Cultural Engagement

Entertainment Lions for Sports

  • “Avani’s Gold” (Britannia Marie Gold, Talented): Silver > Brand Storytelling

EXPERIENCE

Brand Experience & Activation

  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Customer Acquisition & Retention
  • “Roobadge” (Volkswagen, DDB Sydney): Silver > Automotive
  • “Time To Live” (Cancer Research, The Ministry for Communications & The Arts): Silver > Breakthrough on a Budget
  • “Certified Toasters” (Goodman Fielder Baking, DDB New Zealand): Bronze > Customer Acquisition & Retention
  • “Eye Test Menu” (Titan Company Ltd., Ogilvy): Bronze > Brand-Owned Experiences
  • “Worst Children’s Library” (Samsung, DDB New Zealand): Bronze > Social Behaviour
  • “Acko Tailor Test” (Acko, Leo): Bronze: Corporate Purpose & Social Responsibility

Creative Business Transformation

  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Targeting, Insights & Personalisation
  • “Building A More Resilient Australia” (Suncorp, Leo): Silver > Long-Term Brand Platform

Creative Commerce

  • “Lucky Yatra” (Indian Railways, FCB India): Gold > Customer Acquisition & Retention
  • “Sad Kama-Chan” (B&Q, Grey Thailand): Gold > Customer Acquisition & Retention
  • “Certified Toasters” (Goodman Fielder Baking, DDB New Zealand): Bronze > Social Behaviour

GOOD

Glass: The Lion For Change

  • “Heralbony” (Heralbony): Gold > Product/Service

Grand Prix for Good

  • “The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Finch): Grand Prix for Good

Sustainable Development Goals

  • “Ariel #ShareTheLoad (10 Years) (Ariel, BBDO India): Silver > Long-Term Brand Platform
  • “The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Finch): Bronze > Good Health and Well-being

HEALTH

Health & Wellness

  • “Vaseline Verified” (Unilever, Ogilvy): Grand Prix: OTC Applications – Social & Creator
  • “The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Finch): Gold > Non-profit/Foundation-led Education & Awareness – Entertainment
  • “Naga Saint Eye Test” (Eyebetes Foundation, Godrej Creative Lab): Silver > Non-profit/Foundation-led Education & Awareness – Direct
  • “Interface of Humanity: Powered by NTT” (NTT, Dentsu Tokyo): Bronze > Health & Wellness Tech – Use of Technology
  • “The University of Dyslexic Thinking” (Made by Dyslexia x Virgin, DDB Melbourne): Bronze > Non-profit/Foundation-led Education & Awareness – Integrated
  • “Visiongram” (Japan Blind Judo Federation, Dentsu Inc.): Bronze > Non-profit/Foundation-led Education & Awareness – Use of Technology

Lions Health Grand Prix for Good

  • “The Best Place in the World to Get Herpes” (New Zealand Herpes Foundation, Finch): Lions Health Grand Prix for Good

Pharma

  • “Make Love Last – Bedroom” (Viatris, Ogilvy): Grand Prix > Unbranded Product or Service Promotion – Film Craft: Cinematography
  • “Dawai Reader” (Alkem Laboratories, Lowe Lintas): Silver > Healthcare Professional Engagement – Healthcare Product Innovation

STRATEGY

Creative Effectiveness

  • “No Smiles” (McDonald’s, TBWA\HAKUHODO): Silver > Market Disruption
  • “Transition Body Lotion” (Unilever, Ogilvy): Bronze > Market Disruption

Creative Strategy

  • “Sato 2531” (Asuniwa, Dentsu Global): Gold > Data & Analytics
  • “The Hidden Eye Test” (1001 Optometry, VML): Bronze > Travel, Leisure, Retail, Restaurants & Fast-Food Chains
  • “Sato 2531” (Asuniwa, Dentsu Global): Bronze > Cultural Engagement
  • “Transition Body Lotion” (Unilever, Ogilvy): Bronze > Products/Services

Geopolitical concerns dominate the news, but in the Asia-Pacific region, a more subtle yet significant shift is taking place: Consumers are taking control. Driven by a desire for authentic and reliable information, consumers across APAC are actively reshaping their relationships with brands and media, moving away from traditional sources they no longer fully trust.

The 2024 Edelman Trust Barometer underscores this trend, revealing that 64% of APAC residents believe journalists and reporters are deliberately misleading – a higher level of distrust than they hold for government or business leaders (59%). This proactive stance is particularly evident in Malaysia, where a remarkable 75% of the population distrusts media sources, signaling a region-wide demand for transparency and genuine connection.

In response, some institutions are trying to rebuild credibility. Singapore’s largest media network, SPH Media Trust, set up a dedicated fact-checking service aimed at combatting misinformation and positioning itself as a trusted source of truth. However, these efforts to reinforce institutional trust face an uphill battle as consumers increasingly seek alternative sources. This declining trust in traditional media is driving people to more personalized media havens: Channels that are digestible, personality-driven, and emotionally resonant. People are increasingly choosing opinionated commentary over impartial reporting, turning to creators that they feel understand them.

One of the clearest examples of this shift is the rise of comedy as a cultural barometer. In Malaysia, Nigel Ng, the stand-up behind the viral Uncle Roger persona, has expanded his comedic empire globally with a new sitcom in development at ABC Signature. Fellow Malaysian comedian Kavin Jay, known for his unapologetic humour and cultural commentary, had a Netflix special that ranked among IndieWire’s top 10 comedy specials.

In India, comedians like Varun Grover and Vir Das continue to tackle taboo and political topics through humour, drawing strong Gen Z and Millennial audiences seeking authenticity and boldness in commentary. In China, the relationship between feminist comedian Yang Li and brands that mainly target men resembles a public stress test for the limits of expression.

During the “Double-Eleven” shopping festival, Yang Li’s satirical remarks on a livestream sparked backlash from male audiences. The topic “Has Yang Li gone too far?” garnered over 2 million views on Zhihu, China’s Quora-like platform, with over 1,500 user posts. This highlighted the volatile intersection between creator voices and public opinion.

This craving for authenticity extends well beyond comedy into the continued success of podcasts. Across the region, and particularly in Australia, long-form audio is thriving. Daily news briefings like ‘The Quicky’ and ‘The Briefing’ by Mamamia, are redefining accessible current affairs. Sports and pop culture podcasts led by personalities like Hamish & Andy and John Graham attract massive listenership by combining entertainment with a trusted perspective. The pattern is clear: Consumers are moving from institutional commentary to conversational intimacy.

This preference for authenticity is also reshaping how people evaluate platforms themselves. Australia’s relationship with tech companies has become increasingly complex. In 2024, the country introduced a landmark ban on social media access for children under 16 to prevent exposure to toxic content, with Prime Minister Anthony Albanese declaring: “Social media is doing harm to our kids and I’m calling time on it.” In parallel, the government mandated that digital platforms pay for credible journalism, a strong defence of editorial independence. Still, creator-led credibility continues to rise, with 31% of Australians now citing celebrities and influencers as their primary news sources.

Yet, analogue media’s quiet resurgence should not be overlooked. In tightly regulated environments like China, state-run newspapers remain among the most trusted sources. In Japan, Nikkei is actively modernising its positioning, targeting younger readers with campaigns that promote its journalism as a tool for career growth. In December 2024, e-Nikkei became the first digital news outlet in Japan to surpass 1 million paid subscribers, a 13% year-over-year increase. This signals a renewed appetite for premium, trusted content.

All of this unfolds against a backdrop of intensifying digital deception. Across APAC, fraud incidents involving deepfake images or videos rose by 1,530% between 2022 and 2023, making it increasingly difficult to distinguish reality from fabrication. In this environment, trust is fragile, and signals of legitimacy are more important than ever. A recent Twilio survey found that 70% of APAC consumers are more likely to trust a brand’s communication if it includes a verification badge, and 57% say that branded text messages improve trustworthiness.

Ultimately, as the media landscape fractures, power is shifting toward tailored media ecosystems that feel more human and emotionally safe. For brands, this moment demands a fundamental shift in strategy: To move beyond traditional advertising and embrace personality-led insights, long-form storytelling, and content that resonates deeply, not just broadly.

In a post-trust environment, it is not just about truth; it is about relevance and resonance. Brands must become active participants in the conversations that matter to their audiences, collaborating with trusted creators and investing in platforms that prioritise authenticity and transparency. The future belongs to brands that can navigate this fragmented landscape with agility, empathy, and a genuine commitment to building trust.

This thought leadership piece is written by Aditya Kilpady, Regional Strategy Director, UM APAC

The insight is published as part of MARKETECH APAC’s thought leadership series under What’s NEXT in Marketing 2025, a multi-platform industry initiative which features marketing and industry leaders in APAC sharing their marketing insights and predictions for 2025 and beyond.

Singapore – Global marketing insights consultancy Human8 has announced three strategic appointments in the Asia-Pacific region. These new hires bring a wealth of experience and expertise to further accelerate Human8’s mission to help brands get ahead of the game through deep human insights.

Sharanya Sitaraman joins as APAC head of qualitative and culture, bringing over 25 years of experience in deep qualitative research, cultural insight, and strategic storytelling. Formerly Managing Partner at Quantum, Sharanya led the APAC business and built a strong regional practice. She is passionate about translating deep human insight into actionable business advice and is particularly excited about Human8’s innovative approach to scaling qualitative research. 

“Human8 has an exciting blend of wide reach and a boutique feel, which makes the firm a great client partner and employer,” said Sharanya. “I’m especially looking forward to contributing to our evolving approach to qualitative research at scale – leveraging technology to unlock deeper meaning in consumer-generated data while staying true to the richness of human insight.”

Meanwhile, Jason Spencer steps in as head of China, bringing with him 25 years of experience across Greater China. Having led the Shanghai business at Millward Brown/Kantar during a period of rapid growth, Jason is known for his ability to blend leadership with hands-on delivery of quality insights. He is passionate about helping clients move beyond surface-level data to uncover rich human stories and translate them into actionable strategies. 

“What drew me to Human8 is the authentic focus on incredibly talented colleagues working at the intersection of AI and human intelligence,” said Jason. “I’m excited to help clients build insight programs that are always-on, deeply human, and designed to drive real business impact.”

Lastly, Colin Wong joins as APAC customer success director, bringing a strong track record in driving client-centric strategies across the region. He previously held senior roles at Dynata and Toluna, and also contributes in a part-time capacity to The Research Society, the professional association for the market research and insights industry in Australia. With a passion for blending technology and human insight, Colin is focused on amplifying the power of online communities through AI-powered tools. 

“In a world where brands often trade nuance for speed, I believe we don’t have to choose,” said Colin. “At Human8, I’m excited to harness AI to humanise insights at scale – transforming unstructured community conversations into strategies that truly resonate.”

Meanwhile, Maz Amirahmadi, managing director for APAC at Human8, commented, “We’re thrilled to welcome Sharanya, Jason, and Colin to the Human8 APAC team. Their combined expertise in qualitative research, cultural insight, and client success will be instrumental in driving our growth and innovation across APAC. These appointments reflect our commitment to investing in top talent to better serve our clients and unlock deeper human understanding.”

With these strategic hires, Human8 continues to expand its footprint in APAC, reinforcing its position as a leading consultancy that empowers brands to act on what matters to people.

Australia – Jetstar Asia, the Singapore-based low-cost subsidiary of Qantas, has announced that it will be shutting down on July 31, citing growing operational challenges and rising competition in the aviation industry across the region.

In a press statement, Qantas said that only 16 intra-Asia routes will be impacted by the closure of Jetstar Asia, with no changes to Jetstar Airways and Jetstar Japan services into Asia. All of Jetstar Airways international services in and out of Australia remain unchanged.

Moreover, 13 Jetstar Asia Airbus A320 aircraft to be progressively redeployed to Australia and New Zealand bringing more low fares and more local jobs

Qantas Group CEO Vanessa Hudson said, “Jetstar Asia has been a pioneering force in the Asian aviation market for more than 20 years, making air travel accessible to millions of customers across Southeast Asia.”

She added, “We are incredibly proud of the Jetstar Asia team and the work they have done to deliver low fares, strong operational performance and exceptional customer service. This is a very tough day for them. Despite their best efforts, we have seen some of Jetstar Asia’s supplier costs increase by up to 200 per cent, which has materially changed its cost base.”

Jetstar Asia customers with existing bookings on cancelled flights will be offered full refunds and the Group will look to reaccommodate customers onto other airlines where possible.

All affected Jetstar Asia employees will be provided redundancy benefits as well as employment support services. Qantas is also actively working to find job opportunities across the Group and with other airlines in the region.

The airline is expected to post a $35 million underlying EBIT loss this financial year, prior to the closure decision.

“Despite delivering exceptional customer service and operational reliability; Jetstar Asia has been impacted by rising supplier costs, high airport fees, and intensified competition in the region. This has fundamentally challenged the low-cost airline’s ability to deliver returns comparable to the stronger performing core markets in the Group,” the company stated.

Jetstar Asia was launched in 2004, as a partnership between Qantas, Singaporean businessmen Tony Chew (22%) and FF Wong (10%) and the Singapore government’s investment company, Temasek Holdings (Private) Limited (19%). Currently, Westbrook Investments serves as majority shareholder with 51% share.

Loyalty in retail is well established and continues to evolve, it has seen and continues to see a lot of innovation, but what about loyalty in other industries? Airlines are well known for loyalty programs, so are hotels. What’s the difference?

While retail has steamed ahead in terms of its adoption and innovation in loyalty, other industries are lagging behind their true potential in this area. This article will explore challenges in maturity with loyalty programs across three industries: airlines, fuel and convenience, and quick service restaurants. 

Airlines: Legacy Tech Stalls Loyalty Take Off

One might think of airlines when considering industries where loyalty seems to play a big part, and they’d be right. Loyalty has become a well-known aspect of air travel. 

Whether you’re a member of Singapore Airlines’ KrisFlyer or earning Lotusmiles with Vietnam Airlines, the basic model is that customers collect points that can be redeemed for reward flights or flight discounts. 

There are however challenges in the airline loyalty space that are limiting its true potential. The first issue is delayed rewards due to legacy technology systems. It is very common for flight miles across airlines to be awarded days or even weeks after travel. Suspected to be the result of legacy technology, these delays create gaps in customer engagement and reduce the perceived immediacy of rewards.

Research suggests that real-time loyalty rewards are associated with higher customer satisfaction. In contrast, the lag in mile crediting has been linked to frustration and reduced program participation. 

As noted in a recent publication by Deloitte, the airline technology infrastructure was built decades ago. There is pressure to modernise systems, but there are also many challenges tied to such major transformations.

Airlines that modernise core infrastructure will be better placed to add innovation to their loyalty programs, unlocking a path to greater engagement, real-time issuance and even AI-powered personalisation.

Fuel, Convenience and Integration Fails

Unfortunately, many fuel and convenience businesses’ loyalty programs suffer from rather limited earn-and-burn models. In these cases, loyalty points are accrued in one system and often redeemed via third-party partners.

For example, in some cases points are only redeemable for fuel discounts, which limits their versatility within the brand. Even more concerning is if points are only redeemable with a third partner, like a supermarket or an airline. The customers earn points in one ecosystem but must leave that ecosystem to find meaningful redemption value.   

In these scenarios the fuel station essentially becomes just a points collection mechanism rather than building deeper engagement within their own brand environment. 

A lack of integration combined with non-intuitive reward systems will lead to low participation rates. More sophisticated programs would offer diverse internal redemption.

It can be done, as one provider from New Zealand has recently demonstrated. New Zealand fuel and convenience chain Z Energy recently overhauled its loyalty program so that it now rewards customers for almost all spending, not just fuel, and points are issued in real time. 

The technology backend of the Z Rewards program was built with the help of Eagle Eye, which powers the instant point transactions with cloud adjudication. The loyalty system is embedded in the digital Z App, which sets the stage for even more loyalty features to come.

Quick Service Restaurants: Speed vs. Sophistication

The quick service restaurant (QSR) industry faces an interesting challenge with loyalty programs. While QSRs serve millions of customers daily and have obvious opportunities for repeat business, many operators remain hesitant to implement advanced loyalty systems.

The primary concern is operational efficiency. QSR businesses are built on speed; customers expect fast service, and any system that might slow down the checkout process faces immediate resistance. This creates tension between building customer loyalty and maintaining rapid service delivery.

The QSR market is also fragmented, particularly in Southeast Asia. Each brand often develops its own loyalty system, resulting in inconsistent customer experiences and limiting the ability to scale technological innovations across the industry. Customers might have multiple QSR apps on their phones, each with different interfaces, earning structures, and redemption processes.

Simplicity and efficiency should be at the heart of loyalty initiatives in this industry. This means easy slick and easy-to-use digital apps, high-speed real-time adjudication and point resolution, and straightforward offers. 

Turning Tech Limitations Into Opportunities

While loyalty programs in the above-mentioned industries face distinct challenges, they do demonstrate potential. 

Airlines struggling with legacy systems, fuel and convenience stores limited by basic earn-and-burn models, and QSRs concerned about operational efficiency all share common ground; they need modern technology that addresses their specific constraints whilst opening new possibilities.

These are the pain points that Eagle Eye, as a provider of a cloud-native, AI-powered, highly scalable platform for loyalty and customer engagement, is designed to address. 

Real-time processing eliminates the delays that frustrate customers, flexible architecture enables diverse redemption options, and streamlined integration ensures operational efficiency isn’t compromised. This modern approach creates opportunities for businesses to build sophisticated loyalty programs that deliver genuine value.

The retail sector’s progress with loyalty programs demonstrates what’s possible when technology evolves alongside customer expectations. As other industries embrace modern loyalty platforms, they can move beyond basic point collection to create meaningful, real-time customer relationships that drive both satisfaction and business growth.

This thought leadership piece is written by Aaron Crowe, Regional Director, Eagle Eye, Asia

Singapore – The Asia-Pacific Association of Communications Directors (APACD), a regional network of in-house communications professionals, has announced its integration with the Public Relations & Communications Association (PRCA), one of the largest PR professional body globally. The move aims to enhance collaboration, capability-building, and professional development opportunities for corporate affairs and communications leaders across Asia-Pacific.

Under the integration, APACD will become an independent committee within PRCA, maintaining a dedicated management structure while aligning closely with PRCA’s board, specialist committees, and partners. The integration is designed to bring added value to current APACD members and expand access to global resources, ethical standards, and professional training offered by PRCA.

Founded in 2014, APACD has served as a hub for senior in-house communicators, fostering knowledge exchange and advocating for the advancement of the corporate communications profession in the region. PRCA, which launched its Asia-Pacific branch in 2018, represents more than 35,000 PR professionals in 82 countries and is focused on raising standards across the global communications industry.

Leadership of the newly formed committee will be led by:

  • Chair: Shweta Shukla, head of corporate affairs, ASEAN & Taiwan at Haelon
  • Head of Program: Asiya Bakht, founder of Beets Public Relations
  • Strategy Advisor: Arun Sudhaman, founding editor of Earned First

Former APACD President Keith Morrison, who has held the position since 2017, will remain actively involved as a member of the management committee, alongside other key board members.

Commenting on the integration, Ed Burleigh, head of PRCA APAC, said, “We are thrilled to welcome APACD members into PRCA. This integration reflects a shared commitment to strengthening the PR and communications profession across Asia-Pacific. Together, we can offer greater learning, networking, and growth opportunities to our members.”

Meanwhile, incoming APACD Chair Shweta Shukla added, “Bringing together in-house and agency professionals under one platform allows for richer collaboration and innovation. I’m excited to work with peers across the region to drive professional excellence and create meaningful opportunities for our community.”

Keith Morrison reflected on APACD’s journey and the rationale behind the integration, stating, “The communications industry is evolving rapidly, and we need stronger professional networks to adapt and thrive. This partnership with PRCA positions us to meet the challenges ahead and I’m proud of what APACD has achieved with the help of our dedicated board and volunteers.”

The integration is expected to further unify the communications profession across Asia-Pacific, offering a stronger voice and support network for practitioners navigating an increasingly complex and dynamic landscape. 

Singapore – KC Global Media Asia, announces a strategic expansion of its leadership team to further accelerate the company’s commitment to premium content and creative excellence. These include Denise Tham being promoted to vice president and head of programming and Sari Trisulo being appointed as vice president and head of production and creative.

Denise has been promoted in recognition of her instrumental role in driving the success of the company’s diverse content slate across Asia, including her support for Jennifer Lee, director of programming and research in Taiwan and Greater China. 

With over 16 years of experience across various English general entertainment Pay TV channels, Denise will continue to lead content strategy, acquisitions, and programming for KC Global Media’s channel brands including AXN, Animax, ONE, and its first FAST channel, KCM. She also oversees the programming for the recently launched AXN Sports, a premium sports block dedicated to live events including LIV Golf and Taiwan Professional Basketball League (TPBL).

Meanwhile, Sari brings with her extensive experience in multi-platform storytelling. She will spearhead the company’s original productions, optimise content formats, and elevate KC Global Media’s creative direction to resonate with evolving viewer preferences across the region.

Both Denise and Sari will report to George Chien, co-founder, president, and CEO of KC Global Media. These leadership developments underscore the organisation’s adaptability in a dynamic industry, culminating in a fully empowered executive team following recent promotions and appointments within the revenue and marketing divisions.

Speaking on these leadership moves, Chien said, “Content is the heartbeat of our business, and these appointments reflect our dedication to creative leadership and programming excellence. Denise has been a driving force in shaping our programming vision, curating content for all channels, and forging strong collaborations with studios in Hollywood and beyond. Her deep expertise in content execution and scheduling has fueled innovative strategies that drive viewership and optimise ratings.”

He added, “We’re also thrilled to welcome Sari, whose storytelling expertise across broadcast, digital, and branded content will enhance our ability to connect with audiences in impactful, dynamic ways. With a strengthened executive team in place, we are poised to chart our next phase of growth.” 

Viewers in the Asia-Pacific (APAC) region are increasingly consuming video content solo and on the go, often multitasking or getting distracted. New research from Omnicom Media Group reveals that 87% of solo viewers multitask while streaming, with a 40% likelihood of engaging with unrelated content—particularly high in markets like Australia, New Zealand, Malaysia, the Philippines, and South Korea.

Weekday Solo Streaming Fuels Distraction

Solo viewing is primarily a weekday activity, often occurring during commutes, at work, or school—situations that encourage transient, multitasking behaviours. In contrast, weekend viewing tends to be more sedentary and communal, with viewers settling in at home or in social settings.

Interestingly, markets such as Australia, Japan, New Zealand, and South Korea report more deliberate solo viewing moments in living rooms, indicating a mix of intentional and passive consumption patterns.

Smartphones dominate solo streaming (81%) due to their portability, while Connected TVs (CTVs) are preferred for co-viewing (55%) thanks to their larger screens. This makes CTVs more suitable for planned, shared experiences—especially on weekends. In fact, 54% of co-viewers watch scheduled content on weekends, compared to 31% of the general audience.

Given the high incidence of multitasking, marketers are advised to optimise audio in ads to capture attention even when viewers aren’t fully focused. A cross-channel strategy is also recommended to reach users in varied contexts—from commuting to dining out.

Ad Receptivity & Genre Preferences Differ by Viewing Context

Viewers watching with families are more receptive to ads (65%) than solo viewers (53%). They’re also more likely to consider purchases after exposure to ads—66% vs. 50% for solo viewers.

Solo viewers lean toward easy-to-follow genres like Comedy and Action, while more deliberate viewers in Australia, Japan, and New Zealand also enjoy Documentaries. Meanwhile, markets such as Hong Kong, India, Taiwan, and Vietnam show higher interest in genres like Horror, Fantasy, and Sci-Fi—often driven by local content availability.

Co-viewing changes genre preferences altogether. Viewers diversify into Reality TV, Live Sports, and Travel content. When watching with children, there’s a clear avoidance of age-inappropriate content such as Horror, Romance, and True Crime.

Communal Viewing = Shared Decisions

Content choices often become communal during co-viewing, especially on weekends. In India, Indonesia, the Philippines, and South Korea, shared decision-making is more common, with different patterns depending on the group—adults take turns in families, but friends decide together.

This variability suggests brands should A/B test across multiple viewing contexts and target varied moments like commuting, lounging at home, or streaming in public spaces.

Subscription Habits: Quantity Doesn’t Equal Usage

APAC users have access to an average of 11 subscriptions, but only 44% were used in the past month. China and Taiwan show the lowest usage rates (38%), while New Zealand and Japan use three out of every five subscriptions—suggesting selective but intentional engagement.

YouTube, Netflix, and Prime Video lead in awareness and retention, while Apple TV+ ranks highest in user loyalty, likely due to exclusive content and episodic release formats.

APAC viewers spend an average of US$19/month on subscriptions (~US$3.73 per service). Australia (US$25) and Singapore (US$24) top the list, but New Zealand and Japan spend the most per active subscription, reflecting a quality-over-quantity mindset.

Markets like India, Indonesia, and Thailand report lower per-platform spends, influenced by affordable pricing tiers and widespread account sharing.

Interestingly, discrepancies between average and median spending in markets like Singapore and the Philippines suggest a broad range of consumer spending behaviours.

Much of the high subscription count is due to free platforms like YouTube and Bilibili or shared accounts—particularly in China, Australia, and Taiwan. On average, viewers have about five paid subscriptions, but nearly three of them are shared.

Despite limited ownership, there’s appetite for growth. Viewers in India, Thailand, Singapore, and the Philippines plan to increase their subscriptions, with 83% of users intending to maintain or grow their current access as international platforms expand.

CTV and Streaming Ads Drive Engagement & Recall

CTV and online video ads are impactful: 70% of viewers recall seeing them, particularly skippable (36%), first-screen (33%), and home screen (32%) formats. Two-thirds (65%) of respondents say they’re more likely to remember a product advertised via video streaming.

Moreover, 67% prefer seeing ads from a variety of brands, making CTV and online video ideal for discovery. While only half of viewers click on ads, formats with embedded calls-to-action—like QR codes—help drive conversion without interrupting the experience.

As streaming and CTV continue to grow across APAC, marketers must:

  • Tailor audio and creative to distracted, multitasking viewers.
  • Use A/B testing across solo, communal, and on-the-go scenarios.
  • Choose platforms based on campaign objectives—awareness, affinity, or conversion.
  • Maintain omnichannel strategies that blend exposure with actionable touchpoints.

With expanding local content, increased platform diversity, and improving measurement technologies, APAC remains a dynamic and high-potential region for CTV and streaming media investment.

Nina Fedorczuk, chief enablement officer at OMG APAC, said, “The recent evolution in online video consumption is fundamentally re-shaping how people consume content and how brands and agencies engage with them. Despite the ongoing yet seemingly small changes in tech advancements and original equipment manufacturers (OEMs), the scale and impact of CTV and online video consumption should not be overlooked.”

She added, “While valuable data is available from OEMs, OTTs, and digital partners, it is still important to look at the landscape holistically. This helps us better understand those who are consuming it as well as their motivations and perceptions. Our latest research will be crucial in helping marketers uncover the various consumption behaviours, preferences, and attitudes towards advertising on CTV.”

Singapore – In a bid to sharpen its regional focus and unlock new growth opportunities, Club Med has unveiled a major restructuring of its Asia Pacific operations, including the consolidation of business units and key leadership appointments.

As part of its major restructuring, Club Med is consolidating its three existing Asia Pacific business units into two integrated entities: East & South Asia and Pacific (ESAP) and China. Effective May 1, 2025, this move aims to streamline operations and improve responsiveness in high-priority markets.

While the company maintains its collaborative “One APAC” approach, the revised structure is intended to reflect the unique business environments of ESAP and China, allowing for more targeted strategies and regional alignment.

“This move opens a new chapter for Club Med in Asia Pacific. By tailoring our regional structure around the unique strengths of China and ESAP, we are well poised to accelerate our expansion with a strategic focus. With empowered leadership and a shared glocal vision, Club Med now has even more agility to seize opportunities in key markets and reinforce our position as the worldwide leader in premium, all-inclusive travel,” said Henri Giscard d’Estaing, president of Club Med.

To lead the new ESAP unit, Club Med has appointed Rachael Harding as chief executive officer. In this role, she will oversee both commercial and resort operations, reporting directly to Gregory Lanter, deputy CEO of Club Med.

Harding will focus on navigating the evolving market landscape, delivering strong brand and customer experiences, and driving a growth strategy across both mature and emerging markets in the region.

Commenting about her new role, Harding explained, “This business transformation empowers us to scale with greater purpose and precision across the region. With a refreshed leadership structure, a robust resort pipeline and stronger regional integration, we are advancing our ability to deliver elevated, seamless guest experiences. The 2024 results clearly demonstrate ESAP’s significant growth potential for Club Med, and we are poised to capitalise on every opportunity this new phase presents.” 

The ESAP leadership team is also being strengthened with several key appointments. Cindy Beleau has been named vice president of revenue management for APAC, where she will modernise pricing strategies with digital and AI-driven tools. Sandrine Rossi steps in as vice president of operations and product, bringing over two decades of experience in resort strategy and operations. Anastasiya Kulish will now lead as vice president of Japan Resort Operations, focusing on reinforcing Club Med’s mountain leadership in Hokkaido.

Meanwhile, Michelle Davies, currently general manager Pacific, will expand her responsibilities to include ESAP’s new markets. Olivier Monceau will now oversee the meetings & events segment in addition to his leadership roles in Singapore and Malaysia. Lastly, Jerome Ferrie and Arezki Haddad will serve as chief financial officer and chief human resources officer, respectively.

In China, Andrew Xu will remain CEO of Club Med China and take on the additional role of deputy CEO of Club Med, with responsibility for global finance.

The ESAP region has steadily recovered over the past three years, driven by returning customers, new market growth, and expanded resort capacity in areas like Hokkaido. Key developments include the renovation of Club Med Phuket, planned upgrades at Club Med Bintan, and the upcoming opening of Club Med Borneo in Malaysia.

In China, Club Med welcomed over 260,000 guests in 2024, making it the company’s second-largest market. Since entering the country in 2003, the brand has grown its presence to include five Premium All-Inclusive Resorts, four Joyview Resorts, and two Urban Oasis properties. Moving forward, Club Med will focus on maintaining its position in the premium segment and supporting both outbound and inbound tourism.