The figure falls sharply to 30% in Japan, compared with 74% in India, underscoring significant market-level disparities in workforce preparedness. Leadership teams, by contrast, report high confidence in their organisations’ AI readiness. That divergence is where transformation risk accumulates, and the research puts a financial cost to it.

The findings come from The Hidden Number: The Economic Value of Culture and Capability, a new report published by workforce-readiness solutions provider Cornerstone OnDemand, drawing on surveys of 1,297 HR leaders and 2,435 employees across Australia, New Zealand, India, Indonesia, Singapore, Japan, South Korea and the Philippines.

The report is built around Cornerstone’s Culture and Capability Index, a measurement framework that assesses organisational performance on a scale of 0 to 100 across six workforce areas: skills visibility, learning, career mobility, culture and trust, leadership, and AI and workforce planning. Scores are drawn from parallel surveys of HR leaders and employees, enabling comparisons between leadership perceptions and workforce experience on the ground.

The scale of the AI readiness gap across APJ

Across the region, AI readiness shows the largest HR leader–employee gap. HR leaders are highly confident that their organisations can integrate AI and automation, while employees across APJ do not feel prepared for these changes. This limits organisations’ ability to anticipate talent needs, optimise workforce allocation and translate capability into productivity at scale, constraining the full realisation of economic value.

As mentioned above, just 52% of employees across APJ feel equipped to adapt to AI and automation, with wide variation across markets: from 74% in India to 30% in Japan. Readiness is also higher among younger employees than older cohorts, 59% versus 36%, and varies significantly by industry, with 69% of employees in IT and telecommunications feeling prepared compared with 31% in retail.

The AI blind spot is the region’s most significant transformation risk and a critical execution challenge for CIOs and business leaders.

Workforce capability is not experienced uniformly across generations. Based on employee-reported scores, a clear pattern emerges across APJ: capability experiences are strongest among younger cohorts and decline through mid- to late-career stages.

While Gen X records the lowest level of capability experience overall at 63.2, Baby Boomers follow closely at 62.3, indicating that the challenge extends beyond a single generation. In contrast, Millennials at 67.9 and Gen Z at 67.5 report consistently stronger capability experiences across most areas.

The decline is most visible in areas critical to transformation and execution. On AI and workforce planning, Gen X scores 54.4 and Baby Boomers 44.2. On Leadership and Change Capability, Gen X scores 60.5. On Culture, Engagement and Trust, Gen X scores 64.0, below younger cohorts. On skills visibility, scores decline from 71.7 among Gen Z to 65.5 for Gen X and 64.9 for Baby Boomers.

The gap is largest at precisely the career stages carrying the most execution responsibility. Mid-career and senior employees, the cohorts translating AI strategy into daily practice and managing teams through change, are the least supported by current capability systems.

Skills development confidence follows a similar pattern. While 65% of employees across APJ believe their organisation is helping them build skills for the future, confidence drops sharply in some markets, including 39% in Japan. The same pattern appears across generations, with higher confidence among Gen Z than older cohorts, 75% versus 60%.

Why the confidence gap is a financial problem for brands

Across all APJ markets, HR leaders rate overall capability more than 15 points higher than employees. This indicates that capability systems may be well-designed but not consistently delivered or experienced across the workforce. That gap between intent and reality is where performance risk sits.

High-confidence markets such as India and Indonesia report strong capability but large gaps with employee experience. Mid-band markets such as Australia and Singapore show solid foundations but uneven execution. Lower-confidence markets such as Japan report lower overall capability but closer alignment between leader and employee assessments.

Capability appears strongest in areas such as learning activation and skills visibility. However, it weakens significantly in Leadership and Change Capability, Culture, Engagement and Trust, and AI and Workforce Planning. This suggests organisations are better at designing capability than activating it at scale.

These capability gaps translate directly into workforce outcomes: higher attrition, increased absenteeism, slower hiring cycles and reduced productivity. This is where the hidden number emerges, the cost of workforce capability gaps embedded within everyday operations.

“Workforce capability is not experienced uniformly across markets, generations, roles and industries, which means a one-size-fits-all approach to workforce strategy is inefficient. Organisations that take a more targeted approach to capability building are better positioned to allocate investment where it drives the greatest economic return, address the most critical gaps, and accelerate impact across workforce outcomes,” said Brenton Smith, Vice President, Asia-Pacific & Japan, Cornerstone OnDemand.

“In particular, gaps across key workforce segments, including mid-career talent and leadership layers, represent high-leverage opportunities for capability investment.”

“The AI readiness gap will not close through technology deployment alone. It closes when the workforce conditions supporting adoption, trust, leadership credibility and relevant learning are in place at the levels where execution actually happens.”

The full findings, including market-by-market AI readiness scores, generational breakdowns, and practical steps for closing the confidence gap between leadership ambition and workforce experience, are available in The Hidden Number: The Economic Value of Culture and Capability. 

Organisations can also benchmark their own capability score and estimate their economic opportunity using the Culture and Capability Index Calculator.

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Across the brokerage industry in 2026, the platforms pulling ahead aren’t necessarily the ones with the most instruments or the tightest spreads. They’re the ones that have figured out a growth strategy — how to acquire users, retain partners, localise effectively, and build brand equity in some of the world’s most competitive digital markets.

Versus Trade is one platform worth watching through that lens.

The product is the experience

In a saturated market, product differentiation has largely collapsed. Nearly every retail trading platform now offers Forex, CFDs, crypto, and commodities. What separates them is experience design — and that’s a marketing problem as much as a product one.

Versus Trade’s response is to treat speed as a brand value, not just a technical spec. Registration to funded account in minutes. Instant deposits. Fast withdrawals. Multiple payment methods. Each of these is, at its core, a UX commitment — and UX is increasingly how financial platforms build trust and reduce churn before a user ever places their first trade.

Built on MetaTrader 5 with access to over 200 markets, the platform’s infrastructure supports that promise across desktop, web, and mobile. But the more telling signal is the intent behind it: meeting users where they are and removing every possible reason to leave.

Partnerships as a growth channel, not an afterthought

One of the clearest signs that a platform is thinking like a marketer is how it treats its partner ecosystem — and this is where Versus Trade’s model stands out.

Rather than running a standard affiliate or introducing broker programs built on volume targets, the company has built a multi-level partner infrastructure with its own dedicated cabinet, transparent payout structures, and tools designed to help partners grow their own networks over time. The distinction matters: it shifts the dynamic from transactional to relational, from short-term acquisition to long-term co-growth.

This is the direction the smartest B2B and channel marketing programmes across APAC have been moving for years. In trading, it’s still relatively uncommon — which makes it a meaningful differentiator.

Localisation as a brand strategy in Southeast Asia

Southeast Asia is one of the most hotly contested digital markets in the world, and brands that treat it as a single homogeneous region tend to underperform. Local nuance — language, culture, timing, trust signals — shapes whether a platform gains traction or gets ignored.

Versus Trade has approached the region with on-the-ground engagement rather than remote management, building direct relationships with local partners and communities in markets like Thailand. Its promotional calendar maps to regional holidays and local events — a signal that the platform is thinking about relevance, not just reach.

For marketers watching APAC market entry playbooks, this is a familiar lesson: localisation isn’t a campaign tactic. It’s a brand commitment. And in high-trust categories like financial services, it can be the difference between a platform that scales and one that stalls.

Credibility markers that support the marketing story

Behind the strategy are the numbers and credentials that make it credible. Versus Trade reports over $300 billion in trading volume — significant traction for a newer entrant. Its FSC license, secured in September 2025, provides the regulatory foundation that financial services marketing increasingly requires to convert sceptical audiences.

Industry recognition during its launch year across Forex spreads in Asia, CFD innovation, and its introducing broker program adds third-party validation to a brand story that might otherwise be hard to substantiate in a crowded market.

The bigger picture for APAC marketers

What Versus Trade illustrates is a broader shift in how financial platforms are being built and positioned. The most competitive players in 2026 aren’t just building trading products — they’re building growth engines, with user experience, partner ecosystems, and regional strategy working as an integrated whole.

For marketing and technology leaders across APAC, the lesson extends well beyond fintech. In any high-competition digital category, the platforms that win are the ones that treat every touchpoint — onboarding, retention, partnership, localisation — as part of the same brand story.

In trading, that shift is still early. But it’s clearly underway.

The post Trading in 2026: What platforms like Versus Trade are doing differently appeared first on MARKETECH APAC.

Smartphone penetration is high, mobile commerce is mature, and shoppers are accustomed to global standards of digital convenience through the platforms and apps they use every day. 

The commercial pressure on brands has sharpened at the same time. Acquisition costs are climbing across the region, marketing budgets are under closer scrutiny, and the return on broad discounting has thinned. 

That has pushed personalisation, loyalty, and CRM further up the agenda for retailers and marketers looking for growth that doesn’t depend on margin erosion. The brands that can recognise an individual customer in real time, and respond with something genuinely useful, are pulling ahead.

This was the topic of an executive luncheon recently held in Manila by loyalty and AI platform Eagle Eye, customer engagement platform Braze, and marketing transformation consultancy UpStride. 

Where’s the biggest gap between what Filipino consumers expect and what brands are actually delivering in loyalty and personalisation?

“The biggest gap in the Philippines right now isn’t a lack of rewards; it’s the friction of redemption. Filipino consumers expect a seamless experience where value is recognised and applied instantly,” said Aziz Kastoun, Account Executive, ANZ at Eagle Eye.

“Instead, many brands still deliver manual, clunky processes that require the customer to do the heavy lifting at the counter. The real opportunity here is for the brands that move first. In a market as mobile-savvy as the Philippines, the businesses that act now to bridge this gap to real-time personalisation at scale will secure a massive first-mover advantage.”

Shaun Au Yong, Partner at UpStride, said Filipino consumers are some of the most digitally fluent in the region, they live on Shopee, Lazada, TikTok etc, and they’re used to experiences that feel tailored. 

“The gap isn’t that brands here lack ambition. It’s that personalisation depends on five interdependent layers: data, technology, people, processes, and AI readiness, and a weakness in any one quietly drags the other four down. That’s why experiences feel ‘random’ even when brands are genuinely trying,” he explained.

“This is why consumers still get recommendations for fried chicken when all they had wanted was some burgers. The intent and ambition are there; the foundations underneath just aren’t.”

According to Sam Meyer, Area Vice President, Asia at Braze, the biggest gap right now is a trust gap,  and it’s where revenue is quietly leaking out. 

“Our latest Braze Customer Engagement Report 2026 found that 93% of marketing leaders believe AI is helping them accurately understand customer needs,  yet the experience customers are actually having often tells a different story,” he explained.

“Many retailers in this market have leaned on the basics, quick shipping, slick apps,  but convenience isn’t a differentiator anymore. What Filipino customers want now is personalisation that feels genuinely relevant, and a real reason to walk through a door or open an app.”

What does it actually take to make personalisation work at scale, and where do most brands fall short?

While everyone talks about data, the biggest barrier to personalisation at scale isn’t actually a technology decision, it’s internal stakeholder alignment and commitment, said Aziz Kastoun, Eagle Eye. Most brands fall short because their data, marketing, and operations teams are moving at different speeds. 

“To truly succeed, you need a real-time activation layer that ties the entire customer experience together, but that requires an organisational shift. It means moving away from siloed departments and committing to a single, unified goal: recognising and responding to a customer in the milliseconds they are interacting with you,” he added.

Shaun Au Yong, UpStride, agreed, He added most brands fall short because they invest in the most visible layer, usually a newer, shinier platform, while the real bottleneck sits somewhere else entirely. 

“Personalisation at scale isn’t a tooling problem. It’s an orchestration problem across data, technology, people, processes, and AI readiness. Brands that get it right stop asking ‘what should we buy next?’ and start asking ‘which layer is holding us back?’”

For Sam Meyer, Braze, personalisation at scale means breaking away from the old playbook of rigid rules and broad segments, and building something that can actually keep pace with how customers behave in real time.

“At its core, it means treating every customer as an individual rather than a segment. The message itself, the channel, the timing, the offer, even the creative all need to flex based on what you actually know about each person from their own first-party data,” he explained.

AI is moving from predictive to agentic. What changes for brands when that shift hits loyalty and engagement?

We are moving from a world where we ‘target’ customers to a world where we ‘enable’ their agents. Predictive AI told us a customer might want a discount; Agentic AI means the customer’s digital assistant will actively negotiate for the best value, said Aziz Kastoun, Eagle Eye.

“For brands, this changes everything. Loyalty moves from being an emotional ‘vibe’ to being machine-readable value,” he added. If your loyalty rules aren’t simple, digital, and instantly accessible via API, an AI agent will simply bypass your brand for a competitor that is ‘easier’ to transact with. The shift is from persuasion to seamless integration.”

According to Shaun Au Yong, UpStride, Consumer expectations move in lockstep with consumer AI maturity. If a customer is already using AI agents to summarise their inbox, draft their decks, and run their calendar, they will not tolerate a brand experience that still feels like a 2018 email blast. 1:1 personalisation used to be the differentiator. In an agentic world, it’s the bare minimum. 

Sam Meyer, Braze sees this shift fundamentally changes what marketers do, moving from manually setting every rule to designing intelligence that can adapt on its own, in real time.

“Agentic AI means agents start acting on their own, continuously experimenting and learning what actually works for each individual customer, instead of just predicting what might,” he added. “For loyalty and engagement, this means the conversation moves away from vanity metrics like clicks and open rates, and toward the things that actually matter to the business, customer lifetime value, incremental revenue, retention.”

Looking at the best loyalty programmes globally, what’s the one thing they do that most brands in this region aren’t doing yet?

“Looking at the most successful loyalty frameworks globally, the one thing they do differently is move beyond the ‘spend-to-get’ cycle,” said Aziz Kastoun, Eagle Eye. “They focus on lifestyle integration. The best programs don’t just reward you for the transaction; they reward you for the relationship. They look at the customer’s total journey and find ways to add value outside of a simple discount.”

“While many brands in this region are still focused on subsidising the purchase, global leaders are focused on driving a change in habit and becoming a staple of the customer’s daily routine.”

Shaun Au Yong, UpStride believes brands simply go back to basics. The best programs globally are radically simple, a customer understands the value in a single glance, he explained.

“We see the opposite with a lot of clients in the region: tiers stacked on tiers, points that expire on rules no one can explain, partner mechanics bolted-on for one reason or another. The consumer’s mind space is already overcrowded. The moment a program feels like homework, they switch off, and no amount of clever segmentation wins them back.”

“The best programs are simple, easy and value is immediately understood by consumers immediately. They are almost embarrassingly simple.”

For Sam Meyer, Braze, the single biggest differentiator is that the best programmes are genuinely personalising every interaction, not at the segment level, but at the individual level, and they’re doing it consistently enough that customers actually feel it.

“Rather than leaning on blanket discounts, which erode margin and water down the brand, they use what they know about each customer to make every message land,” he said. “That means factoring in hundreds of signals, testing constantly, and adjusting in the moment.”

“They’re also doing this across every channel, online and offline, which is harder than it sounds: our research found that nearly half of marketers still lack the tools they need to orchestrate experiences consistently across channels.”

A clear message from the room

Across all three speakers, a consistent picture emerged. Loyalty programs that fail to deliver genuine personalisation at scale are losing relevance, and the brands willing to invest in real-time infrastructure, organisational alignment, and simpler value propositions are the ones positioned to benefit. 

This article is written by Aaron Crowe, Head of Revenue, APAC at Eagle Eye

The post Marketing and personalisation experts discuss the next phase of customer loyalty in the region appeared first on MARKETECH APAC.

This article explains how the acquisition signals a much bigger shift and that in the AI era, customer identity and intelligence infrastructure are becoming strategic enterprise control points.

The ‘customer graph’ is becoming the operating system for enterprise AI. That is the real story behind Publicis’ acquisition of LiveRamp

It’s not about consolidation, scale, or martech synergies. The question this deal forces every brand to answer is simpler and more consequential: who controls the intelligence layer your AI runs on?

For years, identity resolution and data collaboration were treated as plumbing — necessary, unglamorous, largely invisible. Publicis just paid $2.2 billion to make clear that they are now the foundation on which AI understands customers, makes decisions, and drives action across the enterprise. That is not infrastructure anymore. That is leverage.

Here is what most AI strategies get wrong: The model is not the moat

Foundation models are commoditising fast, and within a few years most enterprises will have access to roughly equivalent AI capabilities. The differentiation will not come from which model you run. It will come from what that model knows about your customers, and how accurately, durably, and quickly it can act on that intelligence.

In that environment, identity, first-party customer data, and interoperability become foundational enterprise infrastructure. The companies that win will be the ones capable of creating trusted customer context that AI systems can act on in real time.

That is the bet Publicis just made. And it should prompt every brand to ask whether they are making it too — or ceding that ground by default.

AI does not fix broken customer intelligence

There is still a tendency in the market to talk about AI as though the model itself is the differentiator. In practice, the differentiator is whether AI has access to accurate, durable, and real-time customer context.

If the underlying customer data is fragmented, duplicated, stale, or disconnected from durable identity, AI simply accelerates poor decisions. A recommendation engine becomes confidently wrong. Suppression fails. Media spend gets wasted targeting customers who have already converted. Personalisation becomes irrelevant because different systems hold conflicting versions of the same customer.

We already see this problem today. A customer purchases in-store but continues receiving acquisition ads for days because identity systems across retail, media, and CRM environments are disconnected. AI does not solve that problem. It amplifies it if the underlying customer graph is inaccurate.

That is why this acquisition matters beyond advertising technology.

The industry is shifting from systems of record to systems of decision and action. The companies pulling ahead are not necessarily the ones with the most data. They are the ones capable of continuously transforming customer signals into intelligent decisions in real time.

Durable identity is the moat. Not the model.

Brands should own the intelligence layer

LiveRamp built its business on neutrality. Sitting between advertisers, publishers, retailers, and agencies, it acted as trusted connective tissue — a Switzerland of identity. Publicis acquiring it changes that, regardless of what the integration roadmap says. You cannot be neutral infrastructure when you are owned by one of the largest buyers of media on the planet.

The conflict of interest is not subtle. Publicis now has a financial stake in how your identity data is resolved, governed, and operationalised — and a separate financial stake in winning your media budget. Those two incentives do not point in the same direction. Enterprises should not need to trust that they will be managed independently. They should not have to trust at all.

This is not a criticism of Publicis. It is a structural reality. And the right response for enterprises is not to hope for the best — it is to own the layer that makes the question irrelevant.

This will accelerate demand for independent customer intelligence layers that sit above activation and media ecosystems rather than inside them — particularly for enterprises operating across multiple agencies, retail media networks, cloud providers, and AI platforms simultaneously.

Most large enterprises do not want their customer intelligence strategy dependent on a single identity, media, or activation ecosystem. They want the flexibility to choose the partners and activation rails that best fit their business while maintaining ownership of the customer graph itself.

That becomes especially important as more enterprises build internal AI capabilities and deploy AI agents across marketing, service, and commerce. The intelligence layer powering those systems is becoming too strategic to fully outsource or embed inside a single activation ecosystem.

The black box problem gets harder in the AI era

There is a harder conversation underneath this deal that the industry has been reluctant to have. Black-box identity systems are increasingly incompatible with AI-driven enterprises.

As AI becomes more deeply embedded across marketing, commerce, and service operations, enterprises will demand greater visibility into how customer identity is resolved, governed, and operationalised.

Black-box identity systems become harder to justify when customer intelligence is powering automated decisioning at scale.

Brands increasingly want to understand how identity is being resolved, how customer data is governed, whether customer intelligence remains portable across systems, and how AI-driven decisions are being made from that data.

That pressure toward transparency and governance will only intensify as AI agents become more operationally embedded across the enterprise.

Interoperability will become a strategic advantage

One of the most important implications of this acquisition is that ecosystem flexibility itself is becoming strategically valuable.

The future will belong to enterprises that can create a durable customer intelligence foundation once and operationalise it everywhere.

That requires more than a customer database. It requires an enterprise-owned intelligence layer capable of interoperating across cloud environments, media ecosystems, retail networks, identity frameworks, and AI systems without forcing businesses into rigid architectures or closed ecosystems.

This acquisition will accelerate enterprise demand for warehouse-native and composable architectures. Brands that locked themselves into closed ecosystems are already feeling the cost. The ones building on open, portable foundations are better positioned for whatever comes next — whether that is a new AI platform, a new identity framework, or the next acquisition that reshapes the landscape.

The more fragmented the ecosystem becomes, the more valuable neutral orchestration layers become.

The next competitive battle will be won at the intelligence layer

The Publicis-LiveRamp deal is a signal, not an anomaly. The intelligence layer is being consolidated. The only question is whether your enterprise is building one you own, or inheriting one someone else controls.

The companies that win will not be the ones most dependent on a single media or activation ecosystem. They will be the ones that own their customer graph, control their intelligence layer, and preserve the flexibility to orchestrate across whatever partners, channels, and AI systems the future brings.

In the AI era, the customer graph is becoming the operating system for enterprise decisioning.

**

This thought leadership piece is written by Tony Owens, CEO, Amperity.

The post The Publicis’ $3bn Liveramp deal signals shift in AI ‘Intelligence Layer’ ownership appeared first on MARKETECH APAC.

The Challenge

LNY is a peak consumption period, but also one of the most cluttered. The goal was clear: maximise reach and ensure foodpanda groceries stayed top-of-mind as households prepared for celebrations.

The Strategy: Right Time, Right Place, Right People

• Right Time – foodpanda identified LNY as a key occasion where demand for groceries spikes—from spring cleaning essentials to reunion dinner necessities—making it a natural moment to amplify its grocery offerings.
• Right Place – With CTV consumption on the rise, especially in Southeast Asia, the channel presented an opportunity to engage audiences in a premium, lean-back environment beyond traditional mobile and desktop touchpoints.
• Right People – LNY is inherently social. Families and friends gather, often consuming content together on the big screen. This shift from individual to group viewing meant that CTV could unlock incremental reach, extending beyond foodpanda’s baseline media channels.

The Approach

By leveraging LoopMe’s CTV capabilities, foodpanda delivered targeted, high-impact creative into living rooms—placing its grocery deals directly at the center of festive planning moments.

The Outcome

The campaign successfully expanded reach during a highly competitive period, tapping into new audience segments and enhancing visibility for foodpanda groceries when it mattered most.

• 716,335 unique users reached
• 1.55M total impressions delivered
• 98.91% CTV VCR,  strong video completion 

Key Takeaway

CTV is no longer an experimental channel—it’s a strategic lever for incremental reach, especially during culturally significant, high-engagement moments like LNY.  

The post Driving high-intent visibility: How foodpanda drove incremental reach during LNY with CTV appeared first on MARKETECH APAC.

Despite its long-standing presence, the company faced a critical challenge: it had yet to become a top-of-mind brand among Filipino entrepreneurs. Fragmented messaging, inconsistent brand representation, and a reliance on traditional marketing limited its ability to clearly communicate what it stood for.

This became the catalyst for transformation—one that would not only redefine its brand identity, but also challenge how loans themselves are perceived.

At the centre of this shift is “The Smart Move”, a campaign designed to reposition borrowing not as a burden but as a strategic, empowered financial decision.

From debt as burden to debt as leverage

For Jacqueline Tan-Sainz, CEO and President of First Standard Finance, the inspiration behind the campaign stemmed from a disconnect between industry narratives and real customer behaviour.

In an exclusive interview with MARKETECH APAC, she shared, “At First Standard, we realised that for too long, the industry has framed debt as a burden. We wanted to change the narrative.” 

“‘The Smart Move’ was inspired by the grit and vision we see in Filipino entrepreneurs every single day. They don’t take out loans because they are struggling; they take them out because they are growing, innovating, and building a legacy.”

This reframing marks a fundamental shift—not just in messaging, but in how the company positions its role. Rather than acting solely as a lender, First Standard is aiming to be seen as a growth partner.

“We aren’t just providing capital, but we are fuelling the engine of Philippine entrepreneurship,” Tan-Sainz added. “By reframing loans as empowered financial actions, we honour their ambition and place the power back where it belongs: in their hands.”

Closing the ‘legacy gap’ through rebranding

However, shifting perception required more than a campaign—it demanded a full-scale rebrand.

“Thirty-three years is a long time to build a reputation, but it’s also long enough for a brand to become ‘part of the furniture’—reliable, but perhaps overlooked,” Tan-Sainz explained.

One of the biggest hurdles was what she describes as a “legacy gap”. While the company had built trust over decades, its identity and messaging had not evolved at the same pace as its audience – the digital-first Filipino entrepreneurs. 

“We struggled with fragmentation; different branches and services felt like separate entities rather than one cohesive force,” she said.

The rebranding sought to resolve this by unifying both visual and verbal identity across all touchpoints. This included simplifying brand language, modernising design elements, and shifting the focus from product-led messaging to impact-driven storytelling.

“By centring the brand on the ‘Smart Move’ principle, we turned a scattered service list into a clear, recognisable mission,” she noted.

Balancing digital acceleration with on-the-ground trust

A key differentiator in the campaign’s execution lies in its hybrid approach—combining digital scale with hyper-local relevance.

As First Standard expanded its footprint, it uncovered a critical insight: while entrepreneurial ambition is consistent across the Philippines, how it manifests varies widely by region.

“We couldn’t use a ‘one-size-fits-all’ map for a country of multiple islands,” Tan-Sainz said.

In urban centres like Metro Manila and Cebu, where speed and convenience are paramount, the campaign leaned heavily into digital channels—highlighting seamless online applications and content-driven engagement.

Meanwhile, in provincial markets, trust remains deeply rooted in face-to-face interactions.

“For many, a loan isn’t just a transaction but a conversation,” she explained. “That’s why we maintained a heavy traditional footprint with 80+ offices.”

This included localised materials, regional language adaptations, and active participation in community events—particularly during times of crisis such as natural disasters.

“By blending the efficiency of digital with the traditional presence, we ensured that whether an entrepreneur is a tech-savvy seller in Metro Manila or a farm owner in the Visayas, they feel seen and supported.”

From broad messaging to precision targeting

Beyond creative execution, data played a pivotal role in reshaping how First Standard approached both awareness and acquisition.

“Data is the heartbeat of our strategy,” Tan-Sainz said. “We use data to listen to our clients before we ever speak to them.”

Historically, the company relied heavily on intuition and branch-level insights. But with the rebrand, it shifted towards a more analytical, insight-led approach.

One key finding was a visibility gap in digital spaces—despite its strong offline presence, the brand was not appearing where entrepreneurs were actively searching for solutions.

“We moved from generic ads to educational, purpose-driven content,” she shared, positioning the brand as a resource rather than just a service provider.

For lead generation, the strategy also evolved from mass outreach to more targeted engagement.

“We used data-driven geographic and psychographic targeting to reach entrepreneurs who actually fit our profile,” Tan-Sainz explained. “We also identified foot traffic patterns to place traditional posters in strategic, high-growth areas.”

This integration of digital analytics with offline insights allowed the campaign to move from broad messaging to what she describes as a “precise, targeted dialogue”.

Redefining what loans mean—for the industry and beyond

Looking ahead, Tan-Sainz sees The Smart Move as more than a rebranding effort—it’s a long-term blueprint for how the company, and potentially the industry, evolves.

“Our goal is to reshape our positioning in three distinct ways,” she said.

First, to shift brand association from loans as endpoints to loans as starting points for growth. Second, to reduce the intimidation often linked to financial products by simplifying and reframing them as strategic tools. And third, to influence broader industry thinking.

“By proving that a borrower-centric, empowered approach leads to stronger business outcomes and better loan performance, we hope to challenge the entire industry to rethink how they support the entrepreneurial community.”

Ultimately, the ambition goes beyond market share.

“We aren’t just looking to capture market share; we are looking to cultivate a more confident and prosperous generation of Filipino business owners who view their financial decisions with clarity and pride.”

*****

As financial institutions face increasing pressure to modernise, First Standard’s approach signals a broader shift in how lending is communicated—and understood.

In a landscape where trust, accessibility, and relevance must coexist, reframing loans as strategic enablers rather than liabilities may well become a defining narrative for the next wave of financial marketing.

And for brands looking to stay competitive, the message is clear: transformation is no longer just about visibility—it’s about reshaping perception at its core.

The post The Smart Move: How First Standard Finance is rewriting the narrative around debt in the Philippines appeared first on MARKETECH APAC.

When the One Lourdes Inquiry Center launched in July 2024 in partnership with ePLDT, it stepped into a landscape characterised by fragmented communication lines, inconsistent triage, and multiple contact points. 

Patients struggled to schedule appointments, clarify hospital services, and access the right specialists, resulting in delays in care and missed opportunities for engagement.

The Challenge

The hospital confronted a systemic communication problem that directly impacted patient experience and operational performance. 

Patients often struggled to navigate multiple points of contact, and inquiries frequently went unresolved or required repeated follow-ups. 

The average handling time (AHT) for inquiries was 18 minutes, leaving patients frustrated and delaying access to care. 

Departments responded inconsistently to inquiries, with variable accuracy and timeliness.

Beyond operational inefficiencies, the fragmented system created a negative perception of the hospital’s responsiveness. 

In an era where patients expect quick, clear, and empathetic engagement, Lourdes Hospital needed a solution that would not only unify communication channels but also foster trust and confidence. 

Addressing these challenges was critical for improving patient experience, enhancing care coordination, optimising resource allocation, and reinforcing Lourdes Hospital’s brand as a patient-centred institution committed to quality care.

The Solution

The strategy focused on establishing a centralised, technology-enabled, patient-centred communication hub capable of handling high volumes of inquiries efficiently while maintaining a human touch. 

The hospital collaborated with ePLDT to implement a robust call management system featuring real-time monitoring, automatic call logging, analytics, and reporting tools for quality assurance and operational oversight. 

These capabilities allowed hospital leadership to track performance metrics, identify bottlenecks, and continuously refine service delivery.

Central to the solution was cross-departmental integration. 

Clinical, IT, Marketing, Sales Operations, and Ancillary Services teams worked closely to standardise inquiry handling and develop referral pathways, ensuring patients were connected to the right services with minimal delay. 

Dedicated patient service representatives received training in clinical communication standards, patient-centred care protocols, and escalation procedures, equipping them to respond empathetically to complex or sensitive inquiries. 

By combining technology with human-centred service, Our Lady of Lourdes Hospital prioritised care coordination, accessibility, and a consistent patient experience across all touchpoints.

The Campaign

The initiative was rolled out in structured, strategic phases to maximise awareness, engagement, and conversion. During the first phase (July to August 2024), patients were introduced to the centralised hotline (8849-0000) through in-hospital signage, digital channels, and patient education materials. 

Staff underwent intensive training in inquiry triage, care navigation, and communication protocols to ensure consistent service quality.

The second phase (September to November 2024) emphasised patient education and engagement. Teams provided real-time appointment scheduling, explained hospital services, and guided patients through referral pathways. 

Data-driven insights and workflow analytics helped optimise staffing, reduce wait times, and ensure peak-hour coverage. 

Patients were empowered to access information seamlessly, which reduced frustration and improved confidence in hospital processes.

In the final phase (December 2024 onward), focus shifted to conversion and retention. The Center facilitated outpatient and inpatient appointments, coordinated with ancillary departments for diagnostics, and monitored patient feedback for continuous improvement. 

Real-time analytics enabled rapid identification of workflow inefficiencies and bottlenecks, and cross-functional collaboration allowed processes to be refined dynamically. 

This structured approach not only optimised operational efficiency but also strengthened patient trust and loyalty.

The Results

The One Lourdes Inquiry Center delivered measurable improvements in patient experience, operational efficiency, and hospital performance. 

Within a year, over 50% of inquiries were converted into outpatient and inpatient encounters, a significant rise from 15% pre-launch. 

Average handling time decreased from 18 minutes to six, allowing staff to manage more inquiries while maintaining service quality.

Cross-department collaboration improved referral accuracy, patient navigation, and continuity of care, boosting hospital census and service utilisation by 427% compared to the previous year. 

Patients praised the “one-stop shop” model for accessibility, clarity, and convenience, reflecting high levels of satisfaction and trust.

The integration of technology, standardised workflows, and patient-centred service enabled Lourdes Hospital to transition from a reactive, fragmented inquiry system to a proactive, coordinated patient engagement platform. 

This initiative not only enhanced operational performance and revenue but also strengthened the hospital’s Alagang Lourdes: May Puso, Tapat, at Abot-Kaya brand promise, setting a new benchmark for patient communication and care navigation in the Philippine healthcare sector.

The post Elevating the patient experience: How ‘One Lourdes Inquiry Center’ centralised enquiries to improve care access appeared first on MARKETECH APAC.

Enter the “Spotify Wrapped Live Indonesia 2024” event, which puts the fans at the centre of the story, celebrating the passionate listeners who fuel the music ecosystem. Moreover, the exclusive live TV show for the event was integrated with MNC, touching hearts close & far, with special performances with artists that made a mark from both local & internationally, attended by fans, communities, creators, and artists.

Following the recognition of the event as the Gold Winner for the Most Innovative Event Marketing Campaign at NEXT Awards Indonesia 2025, we spoke with Citra Marina, Head of Marketing, Southeast Asia at Spotify, to further discuss the event’s marketing strategy, and what this means for Spotify’s future offline events in the region.

A reflection of diverse listening culture and engagement

It is worth noting that “Spotify Wrapped Live Indonesia 2024” was one of the two large-scale live Wrapped celebrations in Southeast Asia, alongside Thailand. For Citra, said event carried its own cultural and emotional depth that is truly Indonesian.

“It reflects Indonesia’s diverse music landscape and fandom culture, celebrating local artists and creators, international artists, and K-pop artists who shape listeners’ daily moments. The event turns the Wrapped experience from a digital recap into a shared, real-world celebration that unites fans and creators beyond the app,” she explained.

She also added that the “Spotify Wrapped Live Indonesia 2024” campaign was also built on the idea of connection between artists and creators who express and fans who engage.

“Spotify Indonesia showcased the creativity of local artists and creators, international artists, and K-pop artists through performances, stage moments, and visual narratives that reflect their impact on Indonesian audiences,” Citra said.

She also noted, “At the same time, listener stories were brought to life through data insights and social content that highlight how fan communities helped define the year in music. Both perspectives, creators and fans, were equally celebrated throughout the campaign.”

The importance of physical events amid the digital age

As a platform that is fully digital, Citra still stresses the importance of hosting an offline event much like the “Spotify Wrapped Live Indonesia 2024” offers a stage for local artists and creators, international artists, and K-pop artists to connect directly with fans, reminding audiences that music and podcast, at its core, is about shared emotion and community.

“While Spotify has a strong digital presence, nothing compares to the energy of live connection. The physical event, amplified by a nationwide broadcast through MNC, created a powerful sense of togetherness and allowed millions across Indonesia to take part in the celebration,” she stated.

Moreover, “Wrapped Live” is Spotify’s way of celebrating fans, artists and creators, the people who fuel the entire ecosystem.

“By spotlighting local artists and creators, international artists, K-pop artists, and the listeners who support them, the event reflects the platform’s belief that fans are as important to music and podcast culture as the artists and creators themselves,” she says.

After all, Citra remarks, the event is a celebration of mutual appreciation, where fans feel recognised not just by artists and creators, but also by Spotify as a platform that values their role in shaping what is heard and loved each year.

When asked what lies ahead for Spotify Indonesia in creating bigger fan-driven campaigns, especially for Wrapped, she said that they will continue to evolve Wrapped into an even more participatory and fan-centric experience. Moreover, future campaigns will further connect fans with local artists and creators, international artists, and K-pop artists through richer storytelling, on-ground activations, and digital engagement. 

“The goal is to make each Wrapped season feel more personal, inclusive, and reflective of Indonesia’s uniquely passionate music and podcast culture, where fans, artists and creators grow together,” she concluded.

The post Reflecting the true connection between fans and artists: Behind the work at ‘Spotify Wrapped Live Indonesia 2024’ appeared first on MARKETECH APAC.

While these statistics are often viewed simply as a healthcare trend, Mead Johnson Nutrition, known for its science-based children nutrition products, saw an opportunity to address a deeper parental concern. This insight led to the launch of “Stitches of Love,” a deeply emotive, education-driven campaign designed to support and empower parents of C-section children.

Rolled out alongside the introduction of Enfagrow A+ C-Biome, the initiative focuses on helping parents understand their child’s unique nutritional needs while creating a platform for mothers to share experiences and find reassurance within a supportive community.

In an exclusive conversation with MARKETECH APAC,Chua Mei Xin, Head of Marketing at Mead Johnson Nutrition MYSG, shares how the campaign was built—from translating complex science into relatable storytelling to leveraging strategic media touchpoints to turn a product launch into a movement rooted in trust.

Data-driven insights shaping a unified campaign

Beyond the rising incidence of C-sections across Malaysia & Singapore, the campaign was driven by a deeper need to help parents better understand the unique immunity gaps & differentiated nutritional needs of C-section children.

“At Mead Johnson Nutrition, our mission is to nourish the best start for healthier lives of every child, while being the best partner to parents throughout their parenthood journey,” Mei Xin said.

This insight shaped the development of Enfagrow A+ C-Biome, formulated to strengthen immunity and gut health of all children, including C-section children. It also informed the broader campaign strategy, applied cohesively across Malaysia and Singapore through digital storytelling, retail activations, and influencer engagement.

Chua noted, “As both markets have a growing C-section incidence rate yearly, the concept across both countries are similar – where understanding the science behind C-section children’s imbalance of good bacteria is the basis of consumer education, simplified and creatively expressed via digital storytelling and amplified via retail execution & influencer engagements.”

Through this framework, the campaign maintained a consistent narrative across both markets—balancing scientific education with accessible storytelling to build awareness around the nutritional needs of C-section children.

Simplifying science and building trust 

At the heart of the campaign is a human-centred approach that translates complex science into accessible guidance for parents. 

“Stitches of Love reflects the strength and courage of C-sec mums universally…Hence, every stitch on C-sec mum reminds us of their love and sacrifice in bringing the best to their child in every aspect.”

Mei Xin also recognises that understanding the science behind children’s health can be both worrying and overwhelming, particularly for mothers. With this in mind, the brand positioned education as the key differentiator of the Stitches of Love campaign—while also creating a platform for C-section mums to share their journeys and learn from one another.

The campaign incorporated credible, science-aligned educational messaging to support parents.

By simplifying complex science and layering trusted touchpoints—from digital storytelling to influencers—the campaign guided parents from awareness to meaningful action.

From launch to movement: turning insight into lasting impact

The real breakthrough of Stitches of Love was its emotional resonance. Mei Xin highlights the lesson for marketers working in sensitive, trust-driven categories:

“Where most product launches focus on how we promote this product, we leverage on insights to find out who our target audience trusts at her most vulnerable moment and how we can support them… We identified the key sources of awareness and influence to support mums emotionally, not just functionally, and help empower mums with the right education.”

By layering trust from healthcare professionals, influencers, media, and DOOH, Stitches of Love became more than a product launch—it became a movement that resonates with parents, creating a foundation of credibility and education that will last well beyond the campaign period.

The post How Enfagrow’s A+ MindPro C-Biome’s ‘Stitches of Love’ campaign is educating parents on C-section children’s immunity needs appeared first on MARKETECH APAC.

In this latest case study, we explore how Mamee Double-Decker, alongside agency partner Innity Malaysia, for the rollout of its ‘Mister Potato x Squid Game 2 Cabaran Sotong’ campaign, which blended Mister Potato’s bold brand identity to the popularity of the Netflix series Squid Game to not only generate excitement from the brand’s customers but also create and foster customer engagement.

The Challenge

Inspired by the global phenomenon of “Squid Game,” Mamee Double-Decker aimed to actively involve consumers in a “show-inspired” experience rather than a passive promotion, with costumed pink guards, disguised influencers, and physical challenges reminiscent of the series. While Mister Potato stayed front and center, an “online hijack” storyline amped up customer curiosity and emotional investment.

The Objective

For the campaign rollout, the brand targeted millennials and Gen Z consumers (18–35) fascinated by pop-culture tie-ins and interactive brand experiences, especially to those who have experienced similar experiences for their competitors.

The objectives are summed as follows:

• Create an immersive experience merging the captivating universe of Netflix’s Squid Game with Mister Potato’s bold brand identity, fostering deep customer engagement.
• Capture public imagination by transforming a common mall environment into a live theatrical event—sparking interactive brand experiences that drive two-way participation.
• Boost Sales & Contest Entries for the newly launched Mister Potato Syok Wave Hot Chili Squid flavor via on-site and online engagement.

The Methodology

Days prior to the activation, Mamee Double-Decker worked with 8 influencer profiles, each of which abruptly displayed pink guard images accompanied by urgent posts like “Help me—they’re taking over!” This fueled immediate follower reactions and curiosity, tying directly to the brand’s upcoming “Invasion Day.” Their daily cryptic updates encouraged fans to stay engaged online, anxiously anticipating the live event at Sunway Pyramid.

Moreover, new cryptic teasers from influencer accounts reminded followers about the brand’s bold synergy with Squid Game. This then culminated in a theatrical “invasion” at Sunway Pyramid, letting consumers feel like they were stepping into an episode of Squid Game—complete with costumed guards, unmaskings, and product-driven “games” that demanded direct public participation.

To deliver a truly immersive brand activation, Mamee Double-Decker approached the campaign as a theatrical production rather than a typical product demo, ensuring every element encouraged active consumer involvement and conversation.

This was then segmented into four key parts:

1. Atmospheric Narrative:

• Pre-Event Hijack: Influencers’ IG accounts replaced with pink guard visuals, prompting followers to ask questions, comment, and share theories—kickstarting engagement well before the on-ground event.
• On-Site Spectacle: Pink guards distributing branded “invitation cards” added a sense of urgency and curiosity, luring spectators into the next engagement stage—the event itself.

2. Immersive Brand Environment:

• Visual Elements: Pink guard costumes, “giant gift box” reveal—these eye-catching details didn’t just look good; they encouraged fan selfies, social shares, and spontaneous group photos.
• Interactive Touchpoints: Dalgona candy carving and sachet hunting forced fans off the sidelines—competing or collaborating with friends in an engaging, hands-on brand experience.

3. Community Interaction:

• Real-time calls to action (“Where are my recruits?”) elevated crowd members from bystanders to active participants, strengthening emotional investment in the brand story.
• Influencer Involvement: Influencers initially masked as guards, later unveiling themselves mid-event—fans felt personal connection, fueling “I was there!” excitement on social media.

4. Seamless Connection to Sales:

• On-Site Purchase: Jaya Grocer stocked the new Syok Wave Hot Chili Squid flavor right next to the activation, letting thrilled participants buy in the moment.
• Cabaran Sotong Contest: By scanning QR codes and collecting sachets, fans stayed involved beyond the single day—transforming fleeting curiosity into ongoing brand engagement.

The Execution

The campaign culminated in a so-called ‘Pink Guard March’, where the brand mascot led a synchronized route during the mall takeover and flashmob, handing out invitation cards. Onlookers followed, effectively joining the action. This then piqued crowd curiosity as groups formed spontaneously around the guards, discussing and capturing the moment—peer-driven engagement soared.

At the activation site itself, onlookers were treated to these fun zones:

• Dalgona Candy Station: Emulating the famous challenge, but shaped around Mister Potato icons (sombrero or mustache).
• Giant Gift Box: Closed at first, then dramatically opened by KOLs in pink guard uniforms, revealing the Hot Chili Squid flavor
• Sachet Hunt: Encouraged immediate product purchase on ground, tying the live experience to brand conversion.

Influencer integration also played a big role in the campaign, as KOLs wearing pink guard uniforms from the Instagram hijack storyline, revealing their faces at the event’s climax. Moreover, Reels, TikTok clips, and IG Stories were also recorded from the event, which fans swiftly shared, amplifying the brand’s user-generated footprint.

The Results

In terms of the outdoor activation itself, hundreds of onlookers followed the pink guards at Sunway Pyramid, not just watching but participating: carving Dalgona candy, scanning QR codes, and collecting sachets. The crowds fed off each other’s excitement, deepening the brand’s connection with every step.

Over at the online side of the campaign, influencer-led content across both platforms reached over 7 million followers, sparking more than half a million reach and engagements in a matter of days, capturing the buzz of the flashmob and game stations in real time. 

The hashtags #CabaranSotong and #MisterPotatoxSquidGame2 trended locally, generating user-generated content of fans “trying the Dalgona challenge” or showing off the collectible sachets.

Moreover,the #CabaranSotong contest, which required product purchase plus sachet

collection, kept fans participating well after the flashmob, demonstrating genuine, long-term brand buy-in. Local digital publishers lso promoted the “Squid Game–style infiltration,” exposing an even broader audience to Mister Potato’s creative concept and further motivating prospective contest entrants.

By unifying digital hype and a dramatic in-person takeover, the campaign nurtured two-way engagement at every level—online, on-ground, and post-event. Mall visitors became active “players,” social viewers felt compelled to watch and share, and retailers saw tangible results—spotlighting how a daring, customer-centric activation can yield both cultural buzz and commercial impact.

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