Complex territories - Asia

Consumer marketers with pan-Asian remits have one of the toughest jobs out there. With huge spending power split across literally hundreds of territories, language groups and ethnicities - the opportunities for agencies to support on localisation projects are vast. But understanding the priorities APAC-based CMOs have is a tough task.

Pearlfinders clients, primarily based in Mainland China, Hong Kong, Singapore, Malaysia and Indonesia, are able to use our reports archive to build a full picture on the regional spending plans of Asia’s biggest brands.



Malaysia: ‘She explained that, with a number of local and international competitors eating away at its market share, it needs to optimise in-store experience, which is the most important factor for consumers when considering previous dining options.’

Singapore: ‘The company wants to provide for people ordering on mobile and digital platforms both for delivery and collection; he said revenues here are about $250m, but it obviously wants to increase this.’

Hong Kong: ‘The challenge for McDonald’s in Hong Kong is being able to combat the growth in competition from local, Chinese-style restaurant brands that are increasingly cropping up.’



Singapore: ‘He said that the key message that it is looking to communicate for the next year is that, as a global network, it is both the most convenient and the most reliable option for financial products.’

Malaysia: ‘In Malaysia, she told us that the focus is primarily on the engagement of commercial customers and continuing to build its image as the leader in this sector.’

Hong Kong/China: ‘He told us the main challenge from an internal comms perspective is understanding how to keep its communications concise and coherent across all channels.’



China: ‘The key going forward will be having a specific understanding of local markets, to understand what sports and types of content best appeal to audiences in various locations.’

Singapore: ‘Adidas is aiming to strengthen its reputation and position as a “true sports brand”. He explained that competition is getting fiercer, not only from other leading sportswear brands, such as Nike and New Balance, but also from emerging challengers.’

Hong Kong: ‘In Hong Kong, the target audience skews younger. It aims to connect with consumers aged 18 - 40, with ABC1 socioeconomic status. Fiona told us that the aim is to build brand loyalty from the time consumers are in high school.’