Marketers are doing exactly what they have been told to do, and doing it well. They are hitting the quarter, proving the channel, cutting the slack, defending the spreadsheet. By every measure their CFOs were trained to care about, they are succeeding. And yet, when the CMO Survey looked at where marketing money was actually flowing in 2024, it found that almost 70% of budgets had been redirected to short-term performance tactics, up from 60% the year before – even though the same group of marketers said the optimal balance was a 50:50 split between brand-building and performance. We know better, but we are doing it anyway.

So why does it feel like the brand is disappearing?

None of this is irrational when you look at what marketers across APAC have been handed in 2026. AI is rewriting the rules of who reaches whom, which means every existing playbook is being rebuilt mid-flight. Regional budgets are tighter than they have been in a decade, partly because the global parent had its own budget cut. Geopolitics is making cross-border supply, pricing, and channel mix harder to predict than at any point since the pandemic. And on top of all of it, the planning horizon is no longer the year – for most marketers I speak with across the region, it is the next earnings call.

Faced with that combination, the rational response is to do what shows up in this quarter’s report. You spend on what you can measure, attribute, and put in front of the board without flinching, you move money toward the channel that closed the quarter last time, and you quietly let the slower work slip — the brand-building, the long-arc storytelling and the platforms that compound. 

However, postponing brand work for a quarter compounds the costs of not building the brand, leaving many CMOs paying “hidden interest” on a balance most  do not even know they are carrying. I call this Brand Debt.

The accounting is not theoretical. Kantar’s BrandZ analysis tracking brand value over a three-year period found that found that brands maintaining equity investment grew brand value by 72%, while those that deprioritised brand-building grew by only 20%. That gap is the interest rate on the debt, and it accrues whether the dashboard is showing it or not.

Like any other debt, you do not see it until you have to. It compounds quietly while you are busy hitting the targets that earned you the right to keep postponing it, and at some point, usually three to four years out, it comes due — in pricing power that has thinned, in CAC that no longer responds to optimisation, in distinctive assets your competitors are now using better than you, and in a brand the next CMO inherits that has stopped meaning anything specific to anyone.

The brands that survive 2026, by every quarter-on-quarter measure that defines survival in 2026, are often the ones building the largest Brand Debt balances. They look healthy on the surface, sometimes for years, and by the time the debt comes due, the conditions that made the debt rational will have changed, the team that made the trade will have moved on, and the cost of repayment will be a multi-year rebuild paid for by someone who was never in the room when the original decision was made.

This is an accounting problem disguised as a marketing one.

So what gets borrowed against, exactly?

The first thing is distinctiveness. Every quarter spent on “what works” tends to converge a brand on the same channels, formats, and creative grammar as everyone else in the category, until by year three the category reads like one paragraph in slightly different fonts, and the descriptions of competing brands in the latest landscape reports could be swapped without anyone noticing.

The second thing is pricing latitude. Brands that have stopped investing in meaningful distinctiveness end up competing on what is comparable, which is to say price, promo, convenience, speed of delivery and so on. While each individual promotion looks like it works, the aggregate effect – accumulated quarter by quarter –  is a brand that has trained its customers to wait for the next discount.

The third thing, and this is the one most CFOs miss, is recoverability. A brand carrying low Brand Debt can recover quickly when conditions improve because the underlying assets are still there, while a brand that has been dismantled quarter by quarter has nothing to recover with. When budgets eventually loosen in 2028 or 2029, the rebuild starts from a much lower base than the original, and the cost of getting back is significantly more than the cost of having stayed.

So what does a CMO in emerging markets such as Vietnam, Philippines, Indonesia, Thailand actually do, in the conditions we are in, with the budgets we have?

Three moves are working for the brands that are quietly servicing their Brand Debt while still hitting their numbers.

The first is to audit the next quarterly plan for inheritance. How much of what is in there exists only because last quarter ended, and how much of it is genuine continuation of a longer arc? If the honest answer is that most of it is inherited from the previous cycle, that is Brand Debt accumulating in real time, regardless of how the campaigns are performing in isolation.

The second is to carve out a small, fixed percentage of every quarter’s plan — somewhere between 10 and 15 percent – for work whose payback horizon is longer than the quarter itself. Forget the old 60/40 brand-versus-performance argument from 2019. What we are talking about here is a deliberately small, deliberately protected line that buys you optionality in 2030, whether that is a long-arc creative platform, a codified brand asset, an owned channel, or any infrastructure you keep building rather than rent.

The third is to change what gets reported up. Most APAC marketing dashboards report what happened in the recent quarter and very few report what compounded over the longer horizon. A single line in the monthly review — “this quarter, we built or strengthened X, which will still be working three years from now” — changes the conversation more than any deck or dashboard, because it teaches the rest of the business that brand-building leaves a strong trace, and that trace is a measurable asset.

The math has been clear for some time: WARC’s Multiplier Effect 2025 reports 90% higher ROI for brands that balance long-term brand-building with performance marketing, versus a 40% ROI cut for those who over-rely on performance. Paying down Brand Debt is the higher-yield investment, even if it does not show up on the dashboard until later.

The most expensive marketing strategy in APAC right now is the one that perfectly hits its quarter while quietly running up a Brand Debt that no one is reading – one that even makes overspending cheaper by comparison.

The brands that survive 2030 will be the ones that, in 2026, paid down their debt diligently.

This thought leadership piece is written by Dennis Kam, Chief Strategy Officer and Co-Founder of JUNO.

The insight is published as part of MARKETECH APAC’s thought leadership series under What’s NEXT in Marketing 2026, a multi-platform industry initiative which features marketing and industry leaders in APAC sharing their marketing insights and predictions for 2026 and beyond.

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The report found that the banking sector dominates ASEAN’s representation, with six of the 11 brands, while the energy and leisure & tourism sectors contribute two brands each, alongside one conglomerate brand.

Singapore remains the region’s leader, accounting for four of ASEAN’s top 11 brands in the global rankings. The remaining seven are spread across Malaysia (3), Indonesia (2), Thailand (1), and Vietnam (1).

DBS, with a brand value up 8% to USD 18.6 billion, retains its position as the region’s most valuable brand for the second consecutive year, underpinned by strong financial performance across its core businesses. The bank also ranks among the world’s strongest brands, placing 47th with a Brand Strength Index (BSI) score of 88.5/100 and an AAA brand strength rating.

Other ASEAN banks in the Global 500 include Indonesia’s BRI (brand value down 5% to USD 6.9 billion), Singapore’s OCBC Bank (up 7% to USD 6.8 billion) and UOB (up 10% to USD 6.8 billion), as well as Malaysia’s Maybank (up 4% to USD 5.4 billion) and Indonesia’s Bank Mandiri (down 6% to USD 5.2 billion).

Meanwhile, Malaysia’s integrated energy company PETRONAS (brand value down 4% to USD 13.8 billion) continues to demonstrate its global stature, retaining its place in the ranking for the 17th consecutive year at 185th globally. Thailand’s PTT (brand value down 5% to USD 8.7 billion), ranked 292nd, also marks a decade-long presence in the Global 500. Brand Finance attributed the declines for both energy brands to lower average realised crude oil and petroleum product prices amid softer global markets.

In contrast, two leisure & tourism brands recorded notable gains. Marina Bay Sands surged 91 places to 328th globally, with its brand value rising 35% to USD 8 billion. Malaysia’s Genting re-entered the Global 500 after a six-year absence, with a 23% increase in brand value to USD 6 billion. The company ranks as the 18th strongest brand globally, with a BSI score of 92.1/100 and an AAA+ rating, reflecting renewed momentum and international appeal.

Vietnam’s Viettel Group, ranked 332nd with a brand value of USD 7.9 billion, continued its upward trajectory thanks to rapid 5G infrastructure expansion, surpassing its target of 20,000 new 5G base stations ahead of schedule and building one of the country’s largest 5G networks.

ASEAN’s performance aligns with broader global trends. Apple remains the world’s most valuable brand, up 6% to USD 607.6 billion, followed by Microsoft (up 23% to USD 565.2 billion), Google (up 5% to USD 433.1 billion), and Amazon (up 4% to USD 369.9 billion). NVIDIA climbed four spots to become the fifth-most valuable brand, with its value more than doubling to USD 184.3 billion, driven by its role in global AI infrastructure.

YouTube is now the world’s strongest brand, with a BSI score of 95.3/100, followed by WeChat (95.1) and Microsoft (94.7). All three retain AAA+ ratings, reflecting enduring global influence. Revolut emerged as the fastest-growing brand among the Global 500.

According to Brand Finance, these results underscore the continuing power of strong branding in driving growth and resilience, both in ASEAN and worldwide.

Alex Haigh, managing director for Asia Pacific at Brand Finance, said, “Banking remains a key driver of ASEAN brands within the Global 500 2026 rankings, led by DBS, BRI and Maybank, to name a few.”

He continued, “Meanwhile, energy champions like PETRONAS and PTT, along with standout leisure & tourism brands such as Genting, showcase the region’s resilience, legacy, and ability to innovate. These performances highlight how ASEAN companies are combining long-standing strength with strategic growth to compete globally.”

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The report highlights trends expected to redefine communications across the region.

One key trend is the growing importance of crisis readiness, which is becoming a core competency for communicators as geopolitical tensions, climate volatility, and economic uncertainty continue to impact APAC markets.

Synthetic research is also emerging as a standard practice, with AI-driven audience simulations accelerating campaign planning and stress-testing, allowing brands to respond quickly to APAC’s fragmented consumer landscape.

In markets where trust is fragile and misinformation is widespread, transparency and authenticity have become critical brand values. Brands that demonstrate these qualities are more likely to win consumer loyalty.

Boldness has also become a new benchmark. From experiential activations in Australia to influencer-led campaigns across Southeast Asia, brands are increasingly pushing creative boundaries to cut through content fatigue.

Another notable trend is the shift of consumers toward private digital spaces, such as WeChat groups, Discord, and Telegram. This demonstrates the rising importance of closed communities, where brands can focus on authentic engagement within niche groups rather than broad public feeds.

The report cites APAC examples of boldness and innovation, including Wise’s “Fleece Free FX” activation at Bondi Beach in Australia. The surreal pop-up featured live sheep and theatrical stunts to dramatise hidden bank fees, showing how bold ideas can turn brand truths into cultural conversation.

Havas Red also highlights dialect-first content trends in Southeast Asia. From Cebuano hashtags in the Philippines to regional dialect humour on TikTok in Indonesia, brands are embracing lo-fi, creator-led storytelling to resonate authentically with local audiences.

The use of closed community strategies is gaining traction, with brands investing in WeChat and Telegram micro-groups to foster intimacy and loyalty within fandoms, moving beyond mass posting to meaningful participation.

Finally, the report points to a major shift in discoverability. Brands are moving from traditional SEO to Generative Engine Optimisation (GEO) to remain visible in AI-driven environments. At the same time, raw, creator-led storytelling and intentional influence from niche voices are challenging legacy media dominance across APAC.

Steve Fontanot, commercial managing director APAC at HAVAS Red, said, “The Asia-Pacific region is wonderfully diverse, with a lot of contrasts – hyper-connected yet privacy-conscious, tech-driven yet deeply human.”

He continued, “Our 2026 predictions show that success will come to brands that embrace bold creativity, invest in trust and adapt to technologies like generative AI without losing cultural nuance and human intelligence. Now in its ninth year, this report from Havas Red brings together the brightest minds in our global network, and we’re pleased to share it once again with the world.” 

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Deliveroo Shopping represents a significant milestone in the company’s growth, seamlessly extending its services to meet the diverse needs of consumers across a wider range of occasions.

With this launch, consumers gain access to an expanded selection of retail products across categories such as baby, pet, toys, florists, pharmacy and nutrition, and home and kitchen. These items are available with the same on-demand convenience that customers enjoy when ordering food and groceries on the platform.

Deliveroo has partnered with trusted local and international retail brands, including Watsons, Watsons Baby, LEGO, Qpet, Pet Line, SLOWOOD, EUGENEbaby, Hing Fat Florist, Natures Village, and more. These key partners were carefully selected for their wide range of everyday essentials, offering over 10,000 SKUs at launch to cater to customers’ diverse needs.

Commenting on the partnership, Simmy Chung, general manager of Pet Line, said, “We’re thrilled to partner with Deliveroo Shopping to bring pet owners across Hong Kong quick and convenient access to our premium pet supplies. This collaboration allows us to reach more pet lovers and ensure they can get what they need for their furry friends at a moment’s notice.” 

Samuel Lee, managing director of Watsons Hong Kong, added, “Our partnership with Deliveroo Shopping aligns perfectly with our mission to make health and beauty products more accessible to all at our O+O (offline plus online) platform. We are excited to be the first large-scale health and beauty retail chain to join hands with Deliveroo. By leveraging our extensive physical store network and advanced digital experience, this innovative platform of Deliveroo enables us to offer our customers an additional convenient way to shop for their favourite health and beauty products from Watsons, delivering right to their doorstep.” 

All retail partners and products are integrated into the ‘Shopping’ section of the app, featuring dedicated tools and a user-friendly interface to provide a convenient one-stop shopping experience.

Deliveroo is also introducing a new gifting feature, allowing users to select a gift, mark it as such at checkout, and send a trackable link with an animated greeting card. Ideal for sending flowers, surprise gifts, baby essentials, or even comfort food to a friend in need.

The platform’s machine-learning search and discovery feature enables users to easily browse for gifting occasions, such as birthdays, and instantly receive a curated selection of gift options.

Marco Ng, general manager of Hong Kong and Macau Retail of Kidsland International Holdings Limited (which operates a LEGO Certified Store in Hong Kong), said, “Our partnership with Deliveroo Shopping echoes with our mission to make a positive difference in the lives of children, colleagues, partners, and the world we live in. The ‘gifting function’ on the platform is an ideal way to bring more magical moments to homes across Hong Kong. With our beloved LEGO® Minifigures and sets now just a few taps away, customers can surprise and delight families, making it easier than ever to share the joy of creative play.” 

Jonathan Kan, new verticals director at Deliveroo Hong Kong, shared, “Deliveroo Shopping is a major milestone in our growth journey. It is the result of extensive research that identified a significant demand for convenient on-demand delivery in specific non-food categories. We are excited to elevate our consumer value proposition by offering customers the opportunity to order both food and non-food items from a unified platform. We are confident that Deliveroo Shopping will transform the non-food shopping experience, making last-minute gifts, kitchen essentials, toys for the little ones, and more accessible at the click of a button.” 

Before this launch, Deliveroo introduced Deliveroo Shopping in Singapore, partnering with merchants like LUSH, Xpressflower, and Pet Lovers Centre. The company plans to further expand its selection and partner network, aiming to enrich the on-demand delivery experience and cater to a broader spectrum of consumer needs.

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HypeAuditor surveyed over 500 content creators on Instagram and TikTok with over 1,000 followers. It was found that one-third of the influencers prefer to not actively participate with brands for partnerships or respond to inquiries in groups or marketplaces. However, 94% of these respondents still prefer to make partnerships with brands.

Moreover, the study also revealed that 46% of influencers had seen an increase in brand partnerships this year compared to 2022 whilst 39% noticed an increase in the amount paid by brands for sponsored posts.

Alexander Frolov, co-founder and CEO at HypeAuditor, said that content creators are confident that there are collaboration opportunities and it’s a matter of exerting efforts to find meaningful opportunities.

“Influencers, especially those who are new to the space or have a smaller reach, wanting collaborations and partnerships will need to take control and leverage the right tools to find the right partners that resonate with their content,” Frolov added.

Moreover, HypeAuditor has announced its new platform HypeAuditor for Influencers to bring both influencers and brands that seek for collaborations. The platform will give access to HypeAuditor’s solutions including Media Kit to easily generate custom media kits for influencers directly to brands, account analytics and market analysis, and updates from the most notable followers.

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Brands and advertisers often cite trademark registrations as a defence, these words or phrases mislead consumers. With this paper, ASCI and K&S Partners argue that such a defence is not valid, as making misleading representations violates the ASCI code, the Consumer Protection Act, and the Trade Marks Act itself. 

Moreover, the paper calls for greater scrutiny and restraint in permitting descriptive trademarks to brands, and to ensure that such trademarks are not a false representation of the product.

“At ASCI we see cases where the advertiser uses a trademark registration to defend their direct or implied claims, asserting that a trademark registration means that the claim is good in law. This is not true, and we would ask brands to be cautious in using untrue, exaggerated or misleading phrases to describe their products, whether trademarks or not,” said Manisha Kapoor, CEO and secretary general at ASCI.

Meanwhile, Prashant Gupta, partner at K&S Partners, shared that the issue concerning false, unsubstantiated, and dishonest advertisements, under the guise of descriptive or laudatory trademarks, is grave. 

“Protecting consumers from deception is one of the principal tenets of the ASCI Code, the Trade Marks Act, and the Consumer Protection Act. The Trademark Office needs to raise the threshold for descriptive or laudatory trademarks, failing which, protecting consumers’ rights from fraudulent marks and making informed choices would be severely compromised,” said Gupta.

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With more than half of marketers saying video is their most lucrative type of advertising, eMarketer forecasts that digital ad spending in the US will reach $270 billion by 2023.

The Kantar Multichannel Brand Impact study measured the effectiveness of video advertising within native environments against other environments, as it relates to helping reach brand impact goals. The study found that compared to social or video platforms, native video ads on the open web have a greater influence on brand consideration and favorability. When exposed to a native video ad, 59 percent of study participants showed brand favorability, as opposed to 50 percent on social platforms and 51 percent on video platforms.

It is also noted in the study that when incorporating native video ads on the open web into a marketing mix, brand recognition increased by 26%. Participants who saw native video advertising displayed a 33 percent top-of-mind awareness compared to just 14 percent of the control group. When native video ads were combined with social platform video ads, top-of-mind awareness rose to 49%.

Adam Singolda, CEO and founder of Taboola, said video ads continue to prove valuable to brands, especially as TV dollars are moving to digital.

“With industry estimates indicating that video advertising in the U.S. will reach nearly $50B this year, brands have a lot of opportunities to influence customers, as long as they’re choosing the right platforms and mix of platforms to relay their messages,” Singolda said.

Singolda added, “What the Kantar study and our client work spotlight is that native video ads on Taboola High Impact Placements (HIP) are an essential part of a successful media mix. We provide the editorial environments that people trust, on a massive scale, so brands can amplify their efforts with Taboola.”

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Thailand’s e-commerce space tends to be dominated by large businesses. Despite there being some 5 million online sellers, almost 85% of market share goes to big players. With over 50-million users, LINE’s in-app social commerce platform LINE SHOPPING champions small businesses by offering insightful marketing tools to help them win in this highly competitive market that favours big players.

In partnership with VMLY&R Thailand, LINE SHOPPING’s exciting ‘Free Superstar Endorsers’ initiative arms small businesses with big superstars, free of charge. Achieving never-done-before endorsement, LINE SHOPPING brings together internet darlings including ‘Ticha’ Kanticha, ‘Pearwah’ Nichapat, ‘Chin’ Chinawut, ‘Pai’ Sitang, and Nae’ Anothai. Small businesses can utilise these superstars to promote any of their products across all promotional channels without any brand-endorser fee.

Since the launch at the end of May, sign-up to LINE SHOPPING from new sellers has already more than doubled the initiative’s expectations, with two months still to go.

‘Free Superstar Endorsers’ is an open endorsement platform where LINE SHOPPING sellers can choose the most suitable endorsers for their brands, and then generate royalty-free marketing collateral to create exposure for their products, giving them the competitive edge to fight shoulder to shoulder with big players. The businesses will also gain access to agency experts’ guidance for any marketing material creation for their shops.

Lertad Supadhiloke, director of e-commerce at LINE Company Thailand, shared, “Over 40% of small businesses in Thailand do not survive the first quarter and even more close within the first year. LINE SHOPPING, as the leading social commerce platform in Thailand, has always recognized small businesses as the driving force for the ecosystem since day one, and our vision is to empower small businesses to be strong enough to succeed. 

“Working with VMLY&R we wanted to communicate with a creative and insightful initiative that highlights how SMEs have a common pain point of lacking marketing tools and budget to fight in a sea dominated by big fish and thus begin to bring our “LIBERTY TO WIN” vision to life by first unlocking limitations and bringing freedom of entrepreneurship to small businesses through our platform,” Supadhiloke added.

Meanwhile, Anuwat Nitipanont, chief creative officer at VMLY&R Thailand, commented, “Thailand is a market heavily driven by costly big presenters, a situation in which small or newly established shops lack any leverage. And our research shows that a superstar is one of the most powerful tools to help increase sales and brand awareness. 

Nitipanont adds, “To have a star presenter hold a product for small businesses would cost them a huge investment they cannot afford. Therefore almost 100% of small businesses don’t integrate brand endorsers into their marketing plans. This led to our mission to create a more equal opportunity playing field in e-commerce that would allow small businesses to thrive.”

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The survey showed that seven out of 10 consumers have deeper relationships with brands, while the key to securing better experiences for consumers was to deliver quality customer service support and interactions, good customer experience when making a big-ticket item, positive initial interaction with a new brand, and through providing a relevant, helpful experience. The elements that trumped price were the high quality of products with 66%, reliability with 55%, and transparency and believability with 46%.

The same survey also found that consumers still greatly value the excitement of the in-store shopping experiences, with 36% saying they want to buy everything online, and 53% saying they ‘live for the experience’ and love to shop in person. Meanwhile, consumers place top priority on the ability to shop on mobile devices where apps or websites work well with 54%, and sites that remember their shopping preferences with 42%.

Joey Lim, Sitecore’s president for APJ, noted that consumers expect outstanding digital commerce experiences and they also expect online platforms and apps to work seamlessly, and their desire to shop in-store is very strong, however, the shift to digital is putting more pressure on brands to deliver quality customer service online. 

Lim also shared the survey showed that one in three consumers believe brands that show empathy and understanding will build stronger relationships with customers.

“Brands can pursue actions that build a stronger relationship with customers, such as illustrating empathy and understanding what they need at the moment. They can do this by providing insightful recommendations and deploying imagery and language that makes them feel represented by the brand,” she added. 

Moreover, the report revealed that loyalty changes frequently, as less than 25% of consumers are very loyal to their favourite brand store but consumer technology, banking services, and consumer goods deliver the strongest brand loyalty. It also found that consumers say that they have confidence in their favourite brand because it meets their expectations, gains trust, and guarantees satisfaction.

Meanwhile, discounts, loyalty programmes, and clear communications are highly valued when brands have to change prices, and more than 90% agree that brands need to prove that they treat their customers and their employees fairly. The survey also showed that while more consumers under the age of 44 are digital converts, most consumers love to shop in person for most of their purchases, and 40% say they chose to shop at brands with values that align with their own, as well as a third of consumers say that they have chosen to shop at brands with ‘real life’ vs. ‘perfect life’ experiences.

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Through this, IAS will now be providing advertisers with trusted, third-party measurement powered by the Open Measurement Software Development Kit (OM SDK), giving marketers ultimate transparency and confidence around campaign performance. Governed by the IAB with IAS being a founding member, the OM SDK is designed to facilitate transparent third-party viewability and verification measurement for ads served to mobile apps and open web environments. 

Moreover, the offering will be providing granular reporting with 24/7 access to the IAS Signal UI, allowing advertisers to take action and stay informed on campaigns. By partnering with IAS, marketers will now have access to an increasingly comprehensive set of solutions to manage their advertising campaigns on TikTok.

Lisa Utzschneider, IAS’ CEO, commented that they are excited to offer marketers an increasingly comprehensive set of IAS Media Quality Solutions to manage their advertising campaigns on TikTok.

“It is more important than ever for marketers to engage with users on social platforms and ensure that their ads appear next to brand safe & suitable content on a global scale. We are thrilled to deliver a holistic solution on TikTok and provide new levels of transparency and precision for these campaigns,” said Utzschneider.

Meanwhile, Melissa Yang, TikTok’s head of ecosystem partnerships, shared that they are thrilled to build on their partnership with IAS and introduce new solutions that give brands the confidence to scale their businesses and audiences on TikTok.

“Through this expansion, brands and advertisers around the world will have access to IAS viewability measurement to monitor the quality of their campaigns on our platform. We’re excited to see how this will usher in new levels of transparency and success for our clients,” said Yang.

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