No, the grocery clerks have not lost their minds. Or rather, they have, but only because the entire Philippine corporate marketing sector lost theirs first.

The culprit behind this sudden shift in FMCG merchandising is a viral comedy sketch by content creator BAET on TikTok that triggered a mass identity crisis among grocery store produce. 

In the video, anthropomorphised fruits are dramatically complaining about the utter laziness of their English names. 

The absolute catalyst for the madness was an orange undergoing a profound crisis over being named after its own colour, aggressively decreeing that its name is now, officially, ‘Sharmaine’.

@eko06004 Ay hindi naman magandang biro yan! #fyp ♬ original sound – BAET

Moments later, a deeply offended avocado vocalised its trauma at constantly being misheard as “abogado” (the Tagalog word for lawyer), demanding to be addressed exclusively as ‘Melanie’.

@eko06004 Finally sya na si sharmaine! #fyp ♬ original sound – BAET

It was stupid. It was surreal. It should have been a fleeting piece of late-night, scroll-induced psychosis.

Instead, it became the holy grail for corporate marketing departments across the country, who collectively sprinted to capitalise on the fruit-based delusion like vultures circling a very charismatic citrus crop.

Leading the charge into the abyss was Netflix Philippines, which immediately abandoned all semblance of corporate restraint. 

Without a hint of shame, their social media managers altered the Korean drama, changing the title from When Life Gives You Tangerines to When Life Gives You Sharmaines and another series, Orange is the New Black to Sharmaine is the New Black. 

Not to be outdone by a streaming giant, dessert chain Avocadoria underwent a full mid-life crisis, temporarily ditching its actual registered business name across social media to embrace its true calling as “Melanieria”.

@avocadoria Abogado. Avocado. Melanie. or should I say Melanieria? siyang tunay ba nak, @BAET? #TeamMelanie ♬ original sound – BAET

The madness quickly breached the digital realm and infected physical infrastructure. 

@smcenterantipolodowntown Sharmaine season is finally here at your most loved mall — #SMCenterAntipoloDowntown ✨🍊 Visit SM Markets located at Ground Level to find all the Sharmaine and #GalaToTheMax ♬ original sound – BAET

Local supermarkets completely abandoned standard inventory protocols, replacing their labels with handwritten cardboard signs over grocery bins to formally introduce bewildered shoppers to piles of Sharmaines and Melanies.

@fishersupermarket Mukhang may bagong celebrity na naman sa produce section. Meet Melanie 🥑 now available at Fisher Supermarket! Fresh picks and premium quality araw-araw. Credits to the original owner of the audio/voice used in this video @BAET 🎙️ No copyright infringement intended. #ILoveFisherSupermarket #TheFreshAdvantage #Melanie #fyp #foryoupage ♬ original sound – Fisher Supermarket

This entire chaotic spectacle is the absolute peak of modern brainrot marketing. It relies on a complete abandonment of polished corporate copywriting in favour of hyper-speed trendjacking. 

@smcityrosales 📝 Fresh Selections Roll Call 🍊 Sharmaine — Present ✅ 🥑 Melanie — Present ✅ 🥭 Mango — Present ✅ Buy-is-Now at SM Hypermarket Rosales. 🛒✨ #GalaToTheMax #HomeOfEverydayCelebrations ♬ original sound – SM City Rosales

The humor does not even come from the joke itself anymore; it comes from the post-ironic contrast of  multi-million-peso corporations acting like chronically online teenagers chasing a fleeting algorithm.

This collective, frantic race to the bottom of the meme barrel underscores a shift in consumer engagement. 

Long-term brand strategy has been thoroughly murdered by hyper-speed algorithms. Thus, somehow, being chronically online has to be in everyone’s marketing checklist. 

@abscbn Saan sila dalahen? 🍊🪰🥑 #KapamilyaTrend #ABSCBN ♬ original sound – BAET

For contemporary brands, a three-month campaign plan is completely useless compared to the chaotic necessity of absolute trend immediacy.

The success of the Sharmaine and Melanie wave proves that traditional marketing is dead; after all, why spend hundreds of thousands of pesos on a polished, demographic-targeted advertising campaign when you can achieve record-breaking organic reach simply by bullying a lime into calling itself Valerie?

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Positioned as a celebration of dynamic and impactful content marketing, the CMAA 2026 programme recognises work that goes beyond creative execution to demonstrate strategic thinking, cultural relevance, and measurable business impact. 

The initiative highlights Asia Pacific’s excellence in content marketing, spotlighting how content continues to drive deeper audience connections and community building in an increasingly complex digital landscape. 

The 2026 edition features 50 categories spanning Marketing Campaigns and Industry-Focused Campaigns, along with Grand Prix honours for the highest-scoring entries across the programme.

Strong regional participation across Asia Pacific

The inaugural edition of CMAA attracted strong participation from marketing organisations across the region, with 61 organisations submitting entries, resulting in a total of 73 finalists.

Malaysia leads the region with 49 finalists, followed by Singapore with 36, and the Philippines with 30. Indonesia recorded 24 finalists, while Hong Kong followed closely with 23.

Other participating markets include Thailand, India, Vietnam, Australia, and Mongolia, underscoring the awards’ regional breadth and cross-market representation.

Brands and agencies leading the field

This year’s nominations reflect strong competition across both brand and agency categories, with several organisations emerging as clear front-runners.

Among brands, Malaysia Airlines leads with 22 nominations, followed by Standard Chartered Bank (Hong Kong) and Cebuana Lhuillier (Philippines), each securing 12 nominations. 

On the agency side, Volare Advertising Network tops the list with 11 nominations, closely followed by GrowthOps with 9 nominations.

Top nominated brands

• Malaysia Airlines – 22 nominations
• Standard Chartered Bank (Hong Kong) – 12
• Cebuana Lhuillier – 11
• Citiplaza Hong Kong – 10
• Hong Kong Tourism Board – 10
• Scoot – 9
• BOSCH HOME APPLIANCES (SINGAPORE) – 6

Top nominated agencies

• Dentsu Hong Kong – 11 nominations
• GrowthOps – 9
• LÈNGUA – 7
• Zeno Group – 7
• ADA Data AI Solutions Pte. Ltd. – 6
• Leo Burnett Hong Kong – 8
• VML Singapore – 5

See full list for finalists HERE.

Judging panel brings senior marketing leadership across APAC

Winners will be selected by a jury of senior marketing and advertising leaders from across the region, ensuring a balanced evaluation of creativity, strategy, execution, and measurable business impact.

The judging process is structured across four category groupings, with the Marketing Campaign Categories divided into three specialised divisions alongside the Industry-Focused Campaign Categories, each overseen by dedicated jury heads. 

The Head of Jury appointments and categories are as follows:

• Tim Green, Chief Creative Officer APAC, Edelman (Singapore) – Marketing Campaigns Categories (Brand, Storytelling & Cultural Impact)
• Andrew Pinto, Vice President, Unifi Brand and Marketing, Telekom Malaysia – Marketing Campaigns Categories (Integrated Campaigns, Partnerships & Impact)
• Rajat Basra, Chief Executive Officer, Omnicom Media Group (Indonesia) – Marketing Campaigns Categories (Performance, Platforms & Growth)
• Simone Tam, CEO Greater Bay Area, dentsu (Hong Kong) – Industry-Focused Categories

Other jury members include senior leaders from Burger King India, Discovery Hospitality, Doctor Anywhere, Ducati Asia Pacific, Edelman, Goldilocks Bakeshop, Harcourts International, Havas Asia Pacific, Mindvalley, Pos Malaysia, Telekom Malaysia, VIVAIA, VML Thailand, and Volare Advertising Network.

Full list of jury HERE. 

Commenting on the finalist line-up, Joven Barceñas, Founder and CEO of MARKETECH APAC, said, “The Content Marketing Awards Asia Pacific was established to spotlight excellence across the region’s fast-evolving content landscape. This year’s finalists reflect the strength of creativity and strategy coming from brands and agencies that are pushing the boundaries of what content marketing can achieve.” 

The CMAA 2026 Gala Night will take place on 9 July 2026 at Sheraton Petaling Jaya Hotel in Malaysia, where winners across all categories will be unveiled, alongside Grand Prix recognitions for top-performing entries.

Participating brands, agencies, and martech organisations are now invited to secure their seats for the Content Marketing Awards Asia Pacific 2026 Gala Night. For inquiries, please contact [email protected].

The post MARKETECH APAC unveils finalists for Content Marketing Awards Asia Pacific 2026 appeared first on MARKETECH APAC.

The numbers tell part of the story. Since 2020, the bank’s brand value has more than tripled to US$1.6 billion, according to Brand Finance 2025, placing it among Vietnam’s five most valuable brands and among ASEAN’s leading banking brands. Its customer base has doubled from around nine million to over 18 million, while its brand equity, top-of-mind awareness, and Net Promoter Score continue to lead Vietnam’s private banking sector.

Behind much of this transformation is Thai Minh Diem Tu, Chief Marketing Officer at Techcombank, who joined the organisation in 2021 with a mandate to sharpen its strategic narrative and build a brand capable of connecting with the aspirations of modern Vietnamese consumers.

In this edition of Milestones, Tu Thai reflects on the defining moments that shaped Techcombank’s marketing evolution, the philosophy behind its “Be Greater” positioning, and why she believes brands have a responsibility to contribute to national progress as much as business growth.

Creating a unified brand architecture around a shared purpose

For Tu Thai, one of the most significant milestones of her tenure was creating a cohesive brand architecture that could unite every aspect of Techcombank’s business under a single vision.

“One of the most defining milestones was establishing a clear and enterprise-wide brand architecture anchored in our vision, mission, and ‘Be Greater’ promise. This created a consistent foundation across corporate branding, product branding, corporate story, product storytelling, and customer experience, rather than fragmented campaigns,” she explained.

The initiative came at a pivotal time for the bank as it sought to differentiate itself in an increasingly competitive financial services landscape.

“When I joined, it was clear we needed to translate our purpose into a sharper, more differentiated strategic narrative. We defined our vision, ‘Change Banking, Change Lives’, and our mission to lead the digital transformation of Vietnam’s financial industry, with a clear focus on enabling customers to thrive in an increasingly digital economy.”

The result was the creation of Techcombank’s now-familiar “Be Greater” platform.

“We then brought this to life through our ‘Be Greater’ promise — not just a tagline, but a unifying ambition across the organisation. Today, it underpins our product innovation, customer experience and culture, positioning Techcombank as the bank of choice for Vietnam’s most aspirational and future-ready customers.”

Building a brand rooted in Vietnamese aspirations

While many financial institutions focus primarily on product benefits, Tu Thai wanted Techcombank’s positioning to resonate on a deeper emotional level.

“One of the biggest challenges was ensuring that Techcombank’s brand positioning truly reflected the aspirations and cultural DNA of the Vietnamese people. From the beginning, I wanted to build a brand that people could emotionally connect with and genuinely love, not one focused only on selling products.”

This insight became the foundation for the “Be Greater” philosophy.

“Our ‘Be Greater’ positioning was built on a deep understanding of Vietnamese people and their desire for a healthy life, self-development and success on their own terms. That insight became the foundation of our brand strategy and shaped how we approached corporate branding, product marketing and customer experience.”

For Tu Thai, the role of corporate branding extends far beyond communications.

“For us, corporate branding is about building trust, relevance and emotional connection. It meant creating a brand positioning that embraced the DNA and aspirations of the Vietnamese people and contributed positively to the community. I wanted Techcombank’s brand to be seen in a similar way to iconic global brands that have built meaning beyond products themselves.”

The strategy eventually crystallised around three themes.

“This led us to build the ‘Be Greater’ platform around three core pillars — success, healthy living and self-development — which closely align with both Vietnamese aspirations and national development priorities.”

Doubling the customer base through integration, data, and ecosystem thinking

One of the clearest outcomes of Techcombank’s transformation has been the rapid growth of its customer base, which expanded from approximately nine million customers to more than 18 million.

According to Tu Thai, this achievement was never the result of marketing campaigns alone.

“Doubling our customer base in a competitive market requires more than effective campaigns — it demands a disciplined, integrated approach to growth that connects brand, product, and customer experience.”

She points to customer-centricity and digital innovation as foundational drivers.

“At the foundation is an unwavering commitment to putting the customer first and continuously innovating to serve them better. Technology and digitalisation are central to this — enabling us to deliver personalised financial solutions and optimise the customer experience at scale across every touchpoint.”

Equally critical was breaking down organisational silos.

“By working closely together to understand customers, validate our offerings, and optimise every interaction, we ensure that what customers experience — at every touchpoint — reflects the very best of what Techcombank can offer.”

Maintaining consistency across an expanding organisation also became a priority.

“Whether across different entities within the Techcombank Group or from product branding through to individual product campaigns, we maintain a coherent identity and narrative. And within that consistency, we invest in creativity and differentiation to continually build distinctive memory structures with our customers about our brand.”

Yet Tu Thai believes growth requires a full-funnel mindset.

“Brand-building captures the top of the funnel — but sustainable growth requires a full-funnel strategy that converts awareness into lasting customer relationships.”

She also highlights the role of Techcombank’s broader ecosystem, which now includes Techcombank Securities (TCBS), Techcom Life, Techcom General Insurance, Masterise Group, and OneMount.

“This interconnected network of touchpoints allows us to understand customers far more holistically, engage them at the moments that matter most, and seamlessly deliver the right financial solution at the right time — turning the ecosystem’s scale into a genuine marketing and relationship-deepening advantage.”

Turning campaigns into experiences: The Techcombank Marathon story

For Tu Thai, successful marketing is built through integrated experiences rather than isolated channels.

“A strong brand is never built by a single campaign, and a great campaign is never built on just a few key touchpoints. What we believe in is a truly holistic approach — where every element of a campaign works together to create one unified, immersive experience for the audience.”

Among the strongest examples of this philosophy is the Techcombank Marathon, which has become one of Vietnam’s largest sporting events.

“The Techcombank Marathon — our flagship running platform spanning both Hanoi and Ho Chi Minh City — is perhaps the clearest expression of this philosophy in action.”

The event now attracts more than 36,000 runners from over 80 countries and continues to grow year after year. But for Techcombank, the marathon extends far beyond race day.

“Each year, we refresh our master brand assets — a new campaign key visual and hero film — that articulate Techcombank’s point of view on healthy living, personal achievement, and what it means to ‘Be Greater.'”

The campaign combines multiple channels, technologies, and storytelling approaches to create a connected experience.

“On social, our AI-powered personalisation experience became one of the campaign’s most talked-about moments: runners could upload a single photo and receive a fully personalised AI-generated video recreating their running journey — battling fatigue, pushing through doubt, and crossing the finish line — set against Hanoi’s thousand-year-old landmarks.”

More than 70,000 personalised videos were generated, while influencer content, livestreams, and community storytelling helped amplify participation.

Beyond engagement, the initiative also delivered social impact.

“Through a Virtual Run challenge, more than 22,000 runners logged nearly 966,000 km collectively to raise funds for community causes — generating over VND11 billion, including VND4.2 billion for the ‘Loving Touch Fund’ supporting disadvantaged children.”

For Tu Thai, this demonstrates how modern campaigns can simultaneously deliver reach, emotional connection, and purpose.

From serving customers to serving the nation

As Techcombank expands beyond traditional banking, its brand narrative is evolving as well.

“The honest answer is that our narrative has fundamentally shifted — not just in scope, but in ambition.”

She describes a transition from being recognised primarily as a bank to becoming part of a broader ecosystem contributing to Vietnam’s development.

“When I joined Techcombank, the story was about being the best bank in Vietnam. A bank that understood its customers deeply, delivered exceptional financial services, and led the industry in digital transformation. But the story today is meaningfully different.”

“Techcombank is no longer just a bank. We are the financial core of a broader integrated ecosystem — one that now spans banking, securities, wealth management, and insurance.”

The shift has prompted a broader reframing of the brand’s purpose.

“The evolution is perhaps best captured in the shift from ‘serving customers’ to ‘serving the nation.'”

According to Tu Thai, Techcombank and its partners are increasingly participating in areas central to Vietnam’s future development.

“For our brand, this means ‘Change Banking, Change Lives’ now carries a much larger meaning than it did five years ago. It is no longer just about changing the banking experience for individual customers. It is about changing what is possible for Vietnam as a nation — and positioning Techcombank and its ecosystem as a private sector force that is genuinely committed to Vietnam’s next chapter of growth.”

Building brands from the heart

Throughout her career, Tu Thai’s approach to marketing has remained guided by a simple principle.

“My personal philosophy is that everything must come from the heart.”

She believes authentic emotional connections remain the foundation of enduring brands.

“That is how we create real emotional connections with customers and build brands that people genuinely trust and love. I always tell my team that if we approach our work with genuine passion and purpose, we will succeed.”

That philosophy is perhaps most visible in Techcombank’s healthy living platform, “Run for a Greater Vietnam,” an initiative that reflects her personal passion for marathon running.

“Running gives me peace, focus and balance, and I wanted to build something that could inspire healthier lifestyles and bring communities together.”

Ultimately, she believes the strongest brands are those that reflect the identity and ambitions of the people they serve.

“For me, the strongest brands are those that reflect the cultural DNA of the country and enable the aspirations of the people. In Vietnam, this is the desire for autonomy and success on their own terms.”

“That is why we have focused on building a purpose-led brand that goes beyond products to create emotional connection, contribute positively to society and empower everyone to achieve their own greatness.”

As Techcombank enters its next chapter, that commitment to helping customers — and increasingly the nation itself — “Be Greater” continues to shape both its brand story and its broader ambitions.

The post Milestones: Techcombank’s Thai Minh Diem Tu on building a brand that empowers Vietnam to ‘Be Greater’ appeared first on MARKETECH APAC.

This is why, for marketers, decoding consumer behaviour is never a wasted effort. As Albert Cuadrante, Chief Marketing and Experience Officer at Union Bank of the Philippines, emphasises: at its core, marketing is about changing behaviours.

In this MARKETECH Mondays feature, we sat down with Albert Cuadrante to explore his passion for marketing, his formative years at P&G, and the disciplines that have shaped him into one of the country’s most formidable marketers.

The Psyche of Choice

Albert’s fascination with marketing began in college, inspired by professors who introduced him to brand management and market research. “What really attracted me to the discipline is understanding the reasons behind people’s behaviours—why do people choose one product over another? Sometimes, people make seemingly irrational choices, like why some more expensive products outsell their cheaper alternatives, and decoding the reasons is fascinating,” he reflects.

He soon realised that marketing sits at the intersection of behaviours and the mindsets that drive them. “I learned this in my Brand Management class, so I researched who pioneered Brand Management as a discipline. When I found out it was Procter & Gamble, I aspired to work there—and eventually did,” Albert recalls.

His role at P&G was demanding, but the long hours were essential to meeting the company’s high standards. After nearly six years, Albert felt validated in his career choice. While marketing brands like Tide and Pampers required different approaches, the real value was in understanding diverse consumer segments and industries.

These foundational years were not without challenges and sacrifices. Albert describes working on Tide as one of the most difficult assignments of his career, calling it “very competitive.” He recalls observing people do their laundry firsthand, believing that genuine insights come from direct observation, not just desk research.

“For me, a campaign must be driven by a core insight—something you can’t gain by staying behind a desk. Marketing, at the end of the day, is about changing behaviour. Whether it’s encouraging more consumption or switching brands, it’s about influencing what people do,” he explains.

Albert carried this principle throughout his career, emphasising the importance of thorough consumer analysis and interacting and listening to them firsthand. “The discipline I learned in analysing the business and extracting insights remains foundational for me, even today.”

When asked about a campaign he’s most proud of, Albert recalls his time at Jollibee. “When I handled the Jollibee brand, the big problem then was…it didn’t have a strong affinity with teenagers because teenagers felt that Jollibee was a kiddie brand…We used a product which we felt had a higher chance of relevance with teens, which was the burger, as the lead for the campaign to win over teens to Jollibee and it worked! That year we were finally part of the top brands Pinoy teens loved.”

From Mentors to Modern Realities

Albert credits three former bosses for shaping his professional DNA. From his first boss, he received his share of revision notes—tedious at the time, but invaluable in making him data-driven. His next boss taught him to “see the forest for the trees,” fostering a big-picture mindset. The third instilled a numbers-oriented discipline: every idea must ultimately contribute to business revenues and profits.

“You can buy market share with promotions, but you can’t sustain a business without revenues and profits as a result of being the preferred brand as a result of a compelling value proposition,” Albert notes.

Beyond his direct supervisors, Albert was inspired by the late Department of Tourism Secretary Ramon Jimenez Jr., whom he admired for his ability to read people and articulate insights. “That’s why the ‘It’s More Fun in the Philippines’ campaign was so brilliant. Even now, people remember it—it’s the most memorable DOT campaign,” Albert shares.

Navigating the Digital Pivot

As the economy grows more challenging, marketing leaders must ensure every action translates to business results. “For any marketing leader, it’s about bang for the buck. It’s easier to make things happen with a huge budget, but it requires real Marketing skill to win with less,” Albert observes.

He describes the pandemic as a “reboot” that challenged everything he knew—a period that forced him to “throw his book out the window.” Yet, he found opportunity in crisis: “Don’t let a good crisis go to waste. There are always opportunities in what seems impossible.”

This mindset found a home at UnionBank, which committed to digitalisation as early as 2016. “UnionBank embraced digitalisation early on, which attracted me because it’s not a typical legacy bank,” he says. While others expanded their branch networks, UnionBank maintained its footprint, fully committing to digital banking.

For Albert, digitalisation was just the first step. Today, the bank leads in AI integration. “AI is permeating our operations. The sooner you embrace and master it, the less threatening it becomes—and it can even be a competitive advantage.”

Albert is optimistic about the future. “Everything in our pipeline aims to make customers realise what’s possible with digital banking,” he says.

An Enabler’s Approach to Leadership

Albert often shares his insights with aspiring marketers, emphasising that technology cannot replace human proximity. “AI can make sense of what’s online, but staying close to the customer offline is irreplaceable,” he asserts.

He believes that if marketers lose touch with people, their work will lose relevance. “You have to keep pace with behavioural changes and, ideally, anticipate them.”

Asked to describe his journey in one word, Albert chooses “transformational.” He’s drawn to brands and companies at the forefront of change, and his leadership philosophy centres on enabling others. “I like drawing solutions out of people, helping them realise their capabilities. I enjoy working with brilliant people—I don’t have a monopoly on knowledge.”

In the end, what seems like a simple choice in a grocery aisle is anything but mindless. It’s shaped by insight and observation. Albert’s journey reflects this truth: behind every decision lies a mindset waiting to be understood, influenced, and reimagined. By staying close to people, the reasons behind their choices will always reveal the way forward.

The post MARKETECH Mondays: How Albert Cuadrante champions transformational marketing appeared first on MARKETECH APAC.

The panel brings together a cross-section of senior marketing, brand, and customer experience leaders tasked with evaluating and recognising standout work shaping the future of marketing in Thailand.

As the first-ever Thailand edition and part of the broader NEXT Awards Series, the NEXT Awards Thailand 2026 expands the programme’s regional footprint, reinforcing its mission to spotlight marketing excellence across the Asia Pacific.

With a focus on “Shaping innovation, the future of marketing”, the awards will highlight campaigns and initiatives that demonstrate how brands and organisations are adapting to a rapidly evolving marketing landscape, particularly in one of Southeast Asia’s most dynamic consumer markets.

The programme serves as a platform for Thailand’s marketing ecosystem, offering brands, agencies, and technology organisations the opportunity to showcase work that delivers both creative distinction and measurable business impact.

This year’s inaugural jury brings together leaders from across manufacturing, technology, FMCG, financial services, transport, and travel services brands. Their collective expertise will play a critical role in identifying work that sets new benchmarks for marketing effectiveness and innovation in Thailand.

The first set of jury members are the following:

• Leslie Luk, Regional Marketing Director, APAC at Dairy Queen
• Inura Jayasuriya, Head of Marketing – South East Asia and Far East Asia at Flora Food Group
• Pavarisa Chumvigrant, Chief Marketing Officer at FWD Life Insurance Public Company Limited
• Panomkorn Jirasatienpong, Marketing Director at Grab Thailand
• Kittinai Viputthikul, Head of Regional Marketing (Southeast Asia and Hong Kong) at Kraft Heinz
• Patchneewan Tanprawat, Chief Marketing Officer at McDonald’s Thailand
• Anuraag (Ragz) Agarwal, Head of Marketing at Mondelēz International
• Adchana Chaiteerapinyo, Director Marketing – APAC / MEA / India / Central Asia & Turkey at Rhenus Group 
• Jayden Purna, Product and Marketing Director at Trip.com
• Swita Charanasomboon, Marketing Director at Valvoline Global Operations

The NEXT Awards Thailand 2026 presents a total of 49 categories, encompassing standout campaign executions; agency excellence; and individual and team accomplishments, as well as the highly sought-after Brand, Agency, and MarTech Grand Prix distinctions.

The Grand Prix awards will spotlight the leading brands, agencies, and technology providers that achieve the highest cumulative scores across various categories. All scores submitted by the judging panel will be reviewed and validated by the head of the jury, who holds final authority in confirming the official list of finalists and winners.

A defining feature of the NEXT Awards is its tournament-style structure. Winners of Bronze, Silver, and Gold in Thailand will have the opportunity to advance to the NEXT Awards Asia Pacific 2026, where they will compete against top entries from other markets across the region.

This structure ensures that Thailand’s strongest marketing work is elevated beyond the local stage, allowing winners to benchmark their excellence against the best campaigns and strategies across Asia-Pacific.

Building on the success of previous editions in markets such as Indonesia, Malaysia, and the Philippines, and the Asia-Pacific grand finale held in 2025, the NEXT Awards continues to strengthen its position as a regional benchmark for marketing excellence.

The NEXT Awards Thailand 2026 gala night is scheduled to take place in September 2026. 

NEXT Awards 2026 also accepts entries from Malaysia, the Philippines, Indonesia, Hong Kong, and Singapore and the rest of the Asia Pacific. 

For nominations, sponsorship, or judging enquiries, interested parties may visit the official website or contact MARKETECH APAC’s Awards Team at [email protected].

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Speaking exclusively to MARKETECH APAC, Danielle Jin, Senior Vice President and Chief Marketing Officer at Visa Asia-Pacific, highlighted why Laufey was a perfect fit for Visa’s campaign, citing the artist’s reimagining of jazz for a new generation of music listeners, creating music that is intimate and emotionally alive for Gen Z’ers and her journey to become a globally-recognised singer, and also being a two-time Grammy winner.

“As someone who has lived between cultures, her story is one of resilience and progress amidst vulnerability, aligning with Visa’s belief that success is the result of small steps we take every day. We’re heartened to partner with Laufey for the A Matter of Time Tour in Asia, and we hope to inspire a new generation to find their voice in the world,” she explained.

Showing up where culture and commerce connect

It should be noted that according to Visa’s recent study on global travel intentions, not only are consumers in Asia-Pacific travelling for live events like concerts, but this behaviour is most pronounced among younger segments. 84% of Gen Z and Millennial respondents in the region said they attended live events at their travel destinations, higher than the 81% regional figure.

“At Visa, we want to show up where culture, commerce, and community intersect. Artists like Laufey are more than performers – they unite people and are role models that younger fans, especially Gen Zs can connect with and see themselves in. When we can connect the dots to make the fan journey effortless from tickets to flight bookings to the actual concerts, we elevate the experience and demonstrate the value of Visa for everyone,” Danielle further added.

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For context, Visa’s global network aims to connect culture and commerce, allowing consumers and fans to transact securely and seamlessly across the journeys, from discovery to accessing tickets to travel bookings and on-ground spending in the cities they visit.

Speaking about additional experiences fans can expect in this collaboration, Danielle said that when they partner with artists like Laufey, their focus is always on creating experiences that feel authentic and meaningful for fans – enabling them to experience Laufey’s story–in this instance–her journey, and beliefs in ways that only Visa can do.

“The campaign film is one example, as the first of several combining Laufey’s love for travel with Visa’s seamless and secure payments that make exploring the world feel effortless. On the other hand, we also strive to bring fans up close and personal with Laufey throughout the A Matter of Time Tour with exclusive pre-show soundcheck experiences, photo opportunities, and more that enable fans to connect with Laufey on a deeper level.”

A broader move into music and live entertainment

It is worth noting that live music is a US$63b global industry, with Asia Pacific accounting for around 23% of that value. With that in mind, Danielle noted how music is woven into the fabric of Asia Pacific and together with live concerts and entertainment, it plays a central role in how they reinforce Visa’s brand relevance in the region.

“What we’re seeing in the region is a shift towards experience-led behaviours as consumers, especially younger segments like Gen Zs seek moments that feel personal and meaningful – be it travelling for a concert or following their favourite artists around the world,” she said.

Aside from their partnership with Laufey’s “A Matter of Time Tour”, Visa has recently been announced as the Official Payment Partner for the Asia leg of The Weeknd’s “After Hours Til Dawn” Stadium Tour. They are also the title sponsor of the popular K-pop awards event MAMA AWARDS through to 2029, and the Worldwide Tour Sponsor for BTS WORLD TOUR ‘ARIRANG’.

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Visa has also highlighted how musical mega-events show how culture drives commerce and the economy.

For instance, during the 2025 MAMA AWARDS, the brand noted that nearly 90% of overseas ticket buyers at the Visa Presale had not visited the city in the past year – showing how music can reinvigorate travel and boost the profile of cities to new traveller segments 

Moreover, BTS’ comeback concert on 21 March in Seoul attracted 18.4 million viewers worldwide. Foreign travel to South Korea also surged over 25% on the week of the concert compared to an average week, while travel spending climbed around 20% from an average week, showing that BTS is as much a magnet for K-pop fans as it is a springboard for tourism.

“Music is a core part of our Passion Pillars Strategy because it enables Visa to show up as an enabler, supporting fans in their journey from discovery to ticket access to travel and on-ground spending. When we get this right, we strengthen the Visa brand and drive meaningful growth for clients and partners,” she concluded.

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Speaking to MARKETECH APAC, Diana Boo, Chief Marketing Officer at Boost noted how the mix-up around the Boost brand is something many Malaysians and even Boosties themselves have experienced for years, so they knew this was a conversation people could instantly relate to.

“Rather than approaching it in a serious or corporate way, we felt humour was the most authentic and engaging approach. Financial services campaigns can often feel overly formal, but Malaysians naturally connect with relatable humour and storytelling. More importantly, people tend to remember brands that entertain and connect with them, rather than brands that simply talk at them,” she stated.

The campaign was done alongside Kaki Sosial, the dedicated social content studio of Ballsy Group.

Diana mentioned how the campaign was rooted in answering the confusion among Malaysians about the brand–and how it was a real insight for them despite operating locally for a significant amount of time.

“The starting point for the campaign was a very real insight from everyday conversations. It was common for Boosties to hear questions like, ‘Which Boost do you work at? The eWallet or the juice company?’ despite how much the business has evolved over the years into a banking group,” she said.

Speaking about the campaign’s process, she added, “Together with Ballsy Group’s Kaki Sosial team, we explored how to turn that familiar reaction into a creative hook that felt distinctly Malaysian, playful and culturally relatable. What stood out to us was the boldness of addressing the perception head-on instead of avoiding it, and that ultimately became the foundation for the ‘Not Juicing, But Banking’ campaign.”

Beyond the playfulness and humour of the campaign, Diana shared that the campaign was designed to reinforce that Boost today goes far beyond its original e-wallet roots.

“While many Malaysians first knew us through digital payments, the business today spans a much broader ecosystem across financing, merchant solutions, fintech services and digital banking through Boost Bank. By using a simple but clear distinction through ‘Not Juicing, But Banking’, the campaign creates an easy and memorable way for audiences to understand that evolution. Beyond the hero campaign itself, this will also extend into more tactical and social-led storytelling around the broader solutions and services available within the Boost ecosystem today,” she explained.

Looking ahead, with Malaysia’s digital banking and fintech landscape becoming increasingly competitive, Diana shared that having strong brand clarity and differentiation is becoming more important than ever.

“This campaign helps create stronger understanding around the broader Boost ecosystem and how Boost Bank fits naturally within it as part of customers’ everyday financial journeys,” she said.

Diana concluded, “More broadly, it also reflects the direction we want the brand to move towards: modern, confident, relatable and digitally native. We want to build a brand experience that feels closer to how Malaysians actually live, transact and engage today, while continuing to reinforce accessibility, trust and financial empowerment”

The post ‘The e-wallet or the juice?’ Boost’s new campaign playfully clears up confusion with similarly-named juice brand appeared first on MARKETECH APAC.

Speaking on how the partnership started, HONOR PH’s Brand Marketing Head, Joepy Jean Libo-on, shared, “The partnership started from a clear strategic opportunity to bring HONOR into a platform that is highly visible, culturally relevant, and emotionally engaging for Filipinos.”

This collaboration positions Miss Universe Philippines as an efficient platform, as Joepy emphasised that it already possesses strong public attention and an active digital community. She also highlighted how the platform enabled the candidates to amplify their own voices, stories, and influence.

Under the partnership, HONOR PH integrated its digital touchpoints throughout the pageant’s timeline—from content shoots and social media storytelling to candidate-led content, AI demonstrations, and on-ground executions.

Alongside this, the brand worked closely with the candidates to enable them ‘to experience the product themselves’ and understand how the AI features work. Consequently, the candidates were able to use the devices to create content, specifically by integrating AI for enhanced creativity, including AI editing and AI Image-to-Video features.

“For us, it was not just about exposure. It was about finding the right space where technology, especially AI, could be demonstrated through real people, real stories, and relatable content,” added Joepy.

Building on this, the brand shared how its focus centred on ‘making the phone part of the story’.

Joepy shared, “The candidates used the device in ways that felt natural to them — creating content, capturing moments, and showing how AI can enhance creativity. That made the campaign more authentic because the product was not just being advertised; it was being experienced and demonstrated.”

Moreover, an integral part of the partnership is ensuring that AI is simply understood. As Joepy noted, their role is to ‘simplify the message’.

“AI can sound technical, intimidating, or too advanced if communicated the wrong way. So our goal was to translate it into something Filipinos can immediately understand: “How does this help me create better photos, better videos, and better content?”

Taking on multiple roles, Joepy explained how their internal team worked closely with the organisation. The training team ensured the AI features were well-demonstrated, while the marketing team translated these technical features into engaging content ideas.

“For me, that was the most important part of the partnership — making AI feel accessible. We did not want to present AI as something complicated. We wanted people to see that with the right smartphone, AI can be part of their everyday creativity,” added Joepy.

Looking ahead, she also noted how she envisions the brand continuing to play a role in helping candidates create, connect, and tell their stories more effectively using AI and mobile technology.

When asked how she views the partnership evolving, Joepy shared, “We want this partnership to evolve beyond brand exposure and become a stronger platform where beauty, purpose, innovation, and storytelling come together in a way that feels meaningful and relevant to Filipinos.”

While the pageant scene has continually evolved its presence beyond coronation nights, this partnership marks a significant milestone in merging high-stakes pageantry with the cutting edge of consumer technology.

The post HONOR Philippines redefines Miss Universe PH storytelling through AI integration appeared first on MARKETECH APAC.

At a recent panel discussion titled “Maximising Shopper Reach in a ‘Show Up Everywhere’ World,” at the What’s NEXT in Marketing: Philippines 2026, industry leaders Marx Benedict So, Associate Marketing Director, Digital & Commercial Insights at Mega Prime Foods Inc. and Moshe Baldo, E-Commerce Head at Monde Nissin Corporation, explored how marketers can capture both the scroll and the shelf by meeting consumers across the many touchpoints that shape modern purchase journeys. 

The conversation examined how brands can maintain consistent messaging while navigating fragmented channels and highlighted the placements, creative formats, and micro-moments that are driving meaningful reach and conversion in 2026.

Capture the scroll and the shelf

As a 50-year-old food brand, Mega Prime understands the need to ride the digital wave and make its product presence known on social media as well. For Marx, this pivot is rooted in the principle of ‘stalking to storytelling’, focusing more on experience-driven content rather than merely promoting their product on store shelves.

“We pivoted to social commerce and shoppable entertainment. Nobody wants to be sold a product, but if it’s entertaining and fun, and your product is there, basically, they will consider your product,” he said.

He also noted the importance of influencer partnerships, noting that the brand has shifted from using celebrities like Cesar Montano to influencers like Ninong Ry for its campaigns.

Meanwhile, Moshe acknowledged that marketing strategy nowadays in the commerce space focuses on making consumers believe in your brand’s mission.

“Brands today are no longer just competing in visibility. Where we’re competing is in credibility, because it’s easy to show up, but it’s really difficult to make people believe in you,” he said.

He mentioned three things that had helped them navigate these challenges–especially on online reviews, which include generating real conversations, surfacing the right signals, and ‘respond & engage’.

“As much as possible, we try to respond to all the reviews as quickly as possible. From those reviews, we try to create a megaphone to amplify them. Either it’s a matter of tweaking promotions or tweaking our communications, so that we can directly address the negative ones and amplify the positive ones,” he explained.

He added, “I think in e-commerce, ratings and reviews are no longer just a feedback loop, but they can actually be a scalable engine for conversion.”

Tapping into multiple touch points

In terms of where the biggest risk of a brand becoming fragmented across channels comes from, Marx said it may start with marketers who merely jump on bandwagons.

“I would say it may start from there because it’s something sexy, something new, yet the brand objective now is not aligned,” he said.

To alleviate this, he advises marketers to have their cross-planning teams be present during their planning sessions–ranging from the person responsible for digital, e-commerce, branding, and even down to the supply chain person–just to understand the holistic view and objective of the brand that will be executed.

Moreover, he stressed the importance of getting the right content on the right platform. While creating segmentation for these channels may cause fragmentation, he believes it is necessary for specialised approaches on the platform.

“Nowadays, we try to segment it on what platform, what message, what do you want to communicate to the consumers and customers. So basically, segmentation is also key. While it will create fragmentation, the segmentation should be specialised on that platform,” he said.

Whether it’s marketing or conversion, business as usual in online selling, or pushing for live selling, he says this segmentation must have a clear message.

This also goes as well for influencers that they work with, noting, “We’re working with influencers and content creators, and you give them the freedom to do the creatives. But at the end of the day, there should be a guiding question for them to understand the brand as well.”

Speaking about creating strong digital environments for brands that rely on sensory experiences like food, Mosh shares that it’s about translating those senses into experiences rather than replacing them completely.

“We’re very sensorial. We like to touch, we like to taste, we like to smell. But in e-commerce, that all goes out the window. Online, it’s not about replacing those senses but translating them instead,” he said.

First on that list of translating experiences is through content–whether through product close-ups, detailed product descriptions, product demos, or even mukbangs. “What we’re trying to do here is to get the audience to experience the product vicariously through our content.”

The second point would be about context, with Mosh saying, “It’s not just a matter of describing the product, but how does it actually fit into my life? So, is this brand or product meant for sharing? Is it functional? Is it just for a quick meal? Is it a comfort moment?”

Lastly, it’s all about social proof, since consumers tend to trust people with faces more than the impressions of other consumers over faceless brands.

Creating brand reach that works

When discussing modern brand reach, marketers should create campaigns that weave social issues, such as sustainability and health, into their messaging. To weave these serious topics into light-hearted online content, Marx said that education plays a role in ensuring campaigns resonate with younger audiences who are more eagle-eyed at spotting what matters to them as consumers.

Citing Mega Prime Foods’ acquisition of Jim’s Coffee, a coffee positioned as a healthy alternative to traditional instant coffee, he noted the hero-hub-help concept to communicate this brand messaging. 

• Hero: What is your brand communications, and how do you market the product
• Hub: A series of content to help educate consumers on their product offerings and benefits; and
• Help: Pertaining to the celebrities and influencers who have on-the-ground experience, which will help in creating the story for the brand.

“Nowadays, from a target audience perspective, agencies find that people no longer fully believe content produced directly by brands. The more authentic you can be and the closer you are to the ground, the better you can navigate and position your brand—especially by working with influencers and creators,” he said.

Going over the topic of working with influencers, Mosh remarked that creator content actually drives a significant portion of their business and that they scale without losing the brand essence.

“I think the key there is not controlling creator content, but guiding them instead, because creators will tell you that they do actually want to know about your product, but when it comes to how to communicate it, that’s up to them,” he said.

He added, “It’s their style, it’s their format, it’s their creativity, because the moment that it starts feeling scripted, that’s when it loses authenticity, and it doesn’t make it believable anymore. But I think an important part for us as marketers is to actually measure impact, and for us in e-commerce at least, that always comes back to, is it actually driving action? Because if it’s not conversion, then it’s ultimately just expensive awareness.”

Being powerful across brand moments

Marx puts it bluntly: make your brand moments ‘sexy’ but still grounded on the fundamentals of what makes your brand ‘click’ to consumers in the first place.

“You have to align your brand people also, and what message do you want out there, leveraging also your 6Ps of marketing (Product, Price, Place, Promotion, People, Process/Presentation).”

He also stresses the importance of getting the right platform with the appropriate channel objective, adding, “You have to have segmentation between those platforms and also the communications, but aligning and one cohesive message at the end of the day.”

Mosh also echoed Marx’s statement, adding that brands can’t be “everything, everywhere, all at once”.

“Each channel and each platform has a role to play. We just have to identify what it is. Some are more efficient at driving awareness, conversion, and even loyalty. And we just have to be very purposeful when it comes to that,” he said.

He added, “Aside from that, I think we should also focus on clarity. Give people a reason to believe. Why is your product worth buying? Because at the end of the day, yes, awareness gets you attention, but it’s clarity that gets you bought.”

****

As shopper journeys continue to span multiple platforms and environments, brands are increasingly required to rethink how they build visibility and relevance across every touchpoint. 

The discussion ultimately highlighted that success in today’s “show up everywhere” landscape is not simply about being present across more channels, but about ensuring consistency, relevance, and strategic placement at the moments that matter most. 

By aligning messaging across physical and digital spaces while focusing on the micro-moments that influence decisions, brands can turn fragmented shopper paths into more meaningful engagement—and ultimately, measurable conversion.

The “What’s NEXT in Marketing” conference series brings together industry leaders and practitioners to explore emerging trends, evolving consumer behaviours, and forward-looking strategies set to influence the region’s marketing landscape. 

With local editions happening soon across Singapore, Indonesia, Thailand, Malaysia, and Hong Kong, the series will continue to explore what lies ahead for the future of marketing across Asia-Pacific this 2026 and beyond.

The post From scroll to shelf: How brands should navigate the new rules of omnichannel reach appeared first on MARKETECH APAC.

The trend focuses on the evolving office ecosystem. In any given workplace, you’ll find the veteran who emanates “suit and tie” energy, and the newcomer sporting jorts who manages to be just as productive. Brands have leaned heavily into this contrast, highlighting how Millennials maintain a formal, polished corporate tone, while Gen Z communicates with a “main character” lightness, inflicting humor even in the most high-stakes deadlines.

From clothing lines to financial services, brands have jumped into the fray to see where they fit in the generational gap:

Memo, a fashion retail brand under Golden ABC, also bridged this gap:

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Philippine creative agency GIGIL, known for its viral antics, took the comparison a step further by compiling a per-brand take that showcased how different industries would sound if Gen Z took over the comms.

Beverage giants Zagu and CoCo Fresh Tea & Juice also took a fresh take on the trend:

Rural bank MariBank also cashed in on the craze:

Moreover, Lucky Me! by Monde Nissin Corporation stirred the pot on this trend:

Beyond the laughs, this trend marks a shift in Philippine marketing. By highlighting these differences, brands aren’t just selling products; they are validating the workplace experiences of their consumers. Whether you are the “Best Regards” sender or the “Slay” responder, brands are proving they speak your language—no matter which generation you belong to.

The post Millennial vs. Gen Z: How PH Brands are comparing generational ‘work-speak’ appeared first on MARKETECH APAC.