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Objective & Challenge
/* BACKGROUND: 2021’s COVID 2.0*/ One year into pandemic, Malaysian women had adjusted skincare rituals, sought new brands, simplified routines as they WFH and traded down to hedge against an uncertain economy. Traditional channels like department store retail counters were closed. Shiseido’s competitors were outspending them eg Lancome spends were 3x-5x those of Shiseido. Conventional E-commerce platforms offered little branding and differentiation. Facing these challenges, we had to re-launch Shiseido Ultimune Power Infusing Concentrate. The objective: boost engagement and sales on Shiseido’s own virtual store, via an e-commerce differentiator.

Insight & Strategy
/* INSIGHTS & STRATEGY: TRANSFORMING LIMITATIONS INTO DIFFERENTIATIONS */ Due to limited budgets, it was critical to find the right audience and create a differentiated proposition for our relatively expensive product. Three key data insights: Insight #1 — Malaysians flocked to online entertainment and gaming, viewing increased 5x times for casual gaming videos from March 2020. (source: Google Malaysia) Women outnumber men for casual games by 3:1. (source: YouGov) Insight #2 — Skincare searches include growing informational intent, signalling a behaviour shift towards self-discovery fuelled by the rise of ‘prejuvenation’ — preventing tell-tale signs of skin aging before they begin. (source: Google Trends) Insight #3 — Covid-19 cases soared in Q1’2021. Consumers were more pessimistic about 2021 vs 2020 (Invoke poll: Statista) /* HONING IN ON ULTIMUNE™’s PRIME PROSPECTS */ The gaming tribe had high affinity for skincare, wellness, technology and had strong passion for understanding how things work. They admire brands that innovate, embrace trends authentically and actively empower. As per insights below: · I research before buying, 65% Non-gamer Females vs. 73% of Gamer Girls (12%+ Overindex difference) · I am confident using new technology, 38% Non-gamer Females vs. 51% of Gamer Girls (34%+ Overindex difference) · I have personal interest in beauty / cosmetics, 63% Non-gamer Females vs. 72% of Gamer Girls (14%+ Overindex difference) · A brand role in consumer’s life should be: Innovative, 53% Non-gamer Females vs. 63% of Gamer Girl Tribe (19%+ Overindex difference) · A brand role in consumer’s life should be: Improve knowledge & skills, 40% Non-gamer Females vs. 51% of Gamer Girl (28%+ Overindex difference) · I tend to buy premium version of products, 13% Non-gamer Females vs. 17% of Gamer Girls (31%+ Overindex difference) Prime prospects: female 16 – 34, interested in games,.22 million in Klang Valley (GWI Q1’2020 to Q1’2021) THE STRATEGY: /* LIFTING BRAND PRESTIGE THROUGH TRANSFORMATION OF ECOMM JOURNEY */ The challenge for our e-commerce was to create engagement that drove purchase. Traditional digital marketing would follow a funnel: run ads for reach on other media channels, generate some engagement with a trickle down to sales on client website. INSTEAD, we decided to broaden the funnel and REIMAGINE it: high engagement in a seamless new VIRTUAL REALITY DIGITAL SPACE where product experience is similar to a real world store, and purchasing can happen seamlessly on the client’s website with one simple click. Given the target audience (gamer girls), the experience needed (smooth and engaging) and the drawbacks of traditional video (don’t convert, slowburn) we decided to bring the glamour and stye of Shiseido’s flagship store in Tokyo to Malaysia by launching a category-first Virtual Reality Tokyo Ginza Street, an E-commerce enabler that would excite interest and boost better conversion on their existing Shiseido Virtual Store. /* HOW: REENGINEERING BRAND DELIGHT */ We crafted a premium, cool yet geeky experience with gamification to skincare edutainment, instilling charm together with science via a new, interactive, immersive medium.

Execution
Our VR world had 7 engagement levels: 1. The Ultimune™ Museum uncovered the secrets behind previous generations of this prestigious product, creating credibility. 2. In the Botanicals Boutique, users interacted with key Ultimune™ ingredients learning of the brilliant anti-aging effects of Reishi Mushroom Extract and Roselle Extract, to help achieve their personal prejuvenation goals. 3. The Beauty Lab provided users a front seat into understanding Shiseido’s technological prowess in science and botanical expertise fusing together in pure skincare synergy. Users were then quizzed to give them a chance to win the product itself. 4. Shiseido Virtual Store gave users a novel experience of shopping in a VR world. At the beauty product bar a user could browses products just like in a physical store, and buy immediately. 5. To lower barrier to entry, samples were offered. Prospects could register when they learnt of Ultimune™’s key USP of ‘visible change in 3 days’. 6. We built an Entertainment Hub, a virtual arcade ‘Red Power Game’ situated on Tokyo Ginza’s Game Street for Gamer Tribe to try their hand at winning prizes worth RM450 each. 7. Recognising women’s interest towards holistic wellness, the platform offered invites (FOC) to real world Flow Studio Pilates and Yoga Classes. We drove traffic to our VR platform using paid search, Facebook and Instagram ads, targeting Gamer Girl Tribe by age, gender, geo-locations, handset type, psychographics, and more.We constantly optimised the process, based on feedback data from our platform, to drive better quality traffic.

Effectiveness
/* NEW MEDIA BRILLIANCE SURPASSING TARGETS */ The virtual world surpassed all expectations within the campaign period July 12 – August 31 2021 · Over 1.8 million reach on social (Facebook and Instagram) · Over 9 million impressions · 1.16 million video views, +677% achieved vs booked KPI · 102,100 link clicks, +240% from booked KPI · Over achieved Shiseido member registrations Visitors purposefully engaged with the VR experience: · Low bounce rate <1% on landing page vs. category average of 20% to 30% · Average time spent: around 3 minutes · 93% of virtual visitors completed the games · Sample registrations, overachieving 116% against target · Garnered highest interest in its largest-volume 50ml set at the Shiseido Virtual Store Above achievements directly contributed to jump in Shiseido’s online sales, with double digit growth during the campaign, its highest ever. Campaign garnered positive PR coverage worth RM150,000+. The campaign has also won 5 awards so far (MDA d-awards 3, Marketing Excellence 2) Shiseido Ultimune™ Ginza Tokyo Street had delivered CATEGORY FIRST REIMAGINED CONSUMER FUNNEL via VR.

Objective & Challenge
/* OBJECTIVE AND CHALLENGE: 2021’s COVID 2.0 — CATEGORY BATTLE WORSENS */ One year into the pandemic, Malaysian women had adjusted skincare rituals, sought new brands, simplified routines as they WFH and traded down to hedge against an uncertain economy. Traditional channels like department store retail counters were still closed. Shiseido’s competitors had ramped up marketing spends eg Lancome spends were 3x-5x those of Shiseido. Facing these challenges, we had to re-launch Shiseido Ultimune Power Infusing Concentrate, building strong connection with younger women 16-34. The objective: drive engagement and sales.

Insight & Strategy
/* INSIGHTS & STRATEGY: TRANSFORMING LIMITATIONS INTO DIFFERENTIATIONS */ Due to limited budgets, it was critical to find the right audience. Three key data insights guided us: Insight #1 — Malaysians gravitated towards online entertainment and gaming, viewing increased x5 times for casual gaming videos from March 2020. (source: Google Malaysia) Women outnumber men for casual games by 3:1. (source: YouGov, Rakuten Insight) Insight #2 — Skincare searches include growing informational intent, signalling a behaviour shift towards elf-discovery fuelled by the rise of ‘prejuvenation’ — preventing tell-tale signs of skin aging before they begin. (source: Google Trends) Insight #3 — Covid-19 cases soared in Q1’2021. Consumers were more pessimistic about 2021 vs 2020 (Invoke poll: Statista) /* HONING IN ON ULTIMUNE™’s PRIME PROSPECTS */ We discovered significant data-driven insights: The gaming tribe had high affinity for skincare, wellness, technology and had strong passion for understanding how things work. They admire brands that innovate, embrace trends in an authentic way and actively empower. · I research before buying, 65% Non-gamer Females vs. 73% of Gamer Girls (12%+ Overindex difference) · I am confident using new technology, 38% Non-gamer Females vs. 51% of Gamer Girls (34%+ Overindex difference) · I have personal interest in beauty / cosmetics, 63% Non-gamer Females vs. 72% of Gamer Girls (14%+ Overindex difference) · A brand role in consumer’s life should be: Innovative, 53% Non-gamer Females vs. 63% of Gamer Girl Tribe (19%+ Overindex difference) · A brand role in consumer’s life should be: Improve knowledge & skills, 40% Non-gamer Females vs. 51% of Gamer Girl (28%+ Overindex difference) · I tend to buy premium version of products, 13% Non-gamer Females vs. 17% of Gamer Girls (31%+ Overindex difference) (GWI Q1’2020 to Q1’2021) In a world embracing ‘skinimalism’ and ‘prejuvenation’, it was clear that Shiseido’s Ultimune™ had superior relevance. Prime prospects: female 16 – 34, interested in games,.22 million in Klang Valley (source: GWI) THE STRATEGY: Shiseido Ultimune’s needed to cut through the digital clutter. A legacy brand amongst the older generation, in an era of k-beauty prominence, Shiseido had to WOW the younger cohorts. /* LIFTING BRAND PRESTIGE THROUGH CREATIVE TRANSFORMATION */ We devised our communicative objectives: “LEARN & YEARN” · LEARN: It was imperative that our audience learn of this much-awarded product’s formulation and superiority · YEARN: Analysis of past campaigns revealed that while video ads generated awareness, ultimately product trials drove highest conversion. We needed to convert learning to yearning experience for consumers (via purchase or trial) Given the target audience (gamer girls), the experience needed (smooth and engaging) and the drawbacks of traditional video (don’t convert, slowburn) we decided to bring the glamour and stye of Shiseido’s flagship store in Tokyo to Malaysia by launching a category-first Virtual Reality Tokyo Ginza Street. /* HOW: REENGINEERING BRAND DELIGHT */ We crafted a premium, cool yet geeky experience with gamification to skincare edutainment, instilling charm together with science via a new, interactive, immersive medium.

Execution
Our VR world had 7 engagement levels: 1. The Ultimune™ Museum uncovered the secrets behind previous generations of this prestigious product, creating credibility. 2. In the Botanicals Boutique, users interacted with key Ultimune™ ingredients learning of the brilliant anti-aging effects of Reishi Mushroom Extract and Roselle Extract, to help achieve their personal prejuvenation goals. 3. The Beauty Lab provided users a front seat into understanding Shiseido’s technological prowess in science and botanical expertise fusing together in pure skincare synergy. Users were then quizzed to give them a chance to win the product itself. 4. Shiseido Virtual Store gave users a novel experience of shopping in a VR world. At the beauty product bar a user could browses products just like in a physical store. 5. To lower barrier to entry, samples were offered. Prospects could register when they learnt of Ultimune™’s key USP of ‘visible change in 3 days’. 6. We built an Entertainment Hub, a virtual arcade ‘Red Power Game’ situated on Tokyo Ginza’s Game Street for Gamer Tribe to try their hand at winning prizes worth RM450 each. 7. Recognising women’s interest towards holistic wellness, the platform offered FOC Freal world Flow Studio Class invites for pilates and yoga. We drove traffic to our VR platform using paid search, Facebook and Instagram ads, targeting Gamer Girl Tribe by age, gender, geo-locations, handset type, psychographics, and more.We constantly optimized the process, based on feedback data from our platform, to drive better quality traffic.

Effectiveness
/* NEW MEDIA BRILLIANCE SURPASSING TARGETS */ The virtual world surpassed all expectations within the campaign period July 12 – August 31 2021 · Over 1.8 million reach on social (Facebook and Instagram) · Over 9 million impressions · 1.16 million video views, +677% achieved vs booked KPI · 102,100 link clicks, +240% from booked KPI · Over achieved Shiseido member registrations Visitors purposefully engaged with the VR experience: · Low bounce rate <1% on landing page vs. category average of 20% to 30% · Average time spent: around 3 minutes · 93% of virtual visitors completed the games · Sample registrations, overachieving 116% against target · Garnered highest interest in its largest-volume 50ml set at the Shiseido Virtual Store Above achievements directly contributed to jump in Shiseido’s online sales, with double digit growth during the campaign, its highest ever. PR coverage worth RM150,000+. The campaign has won 5 awards so far (D-awards 3, Marketing Excellence 2) Shiseido Ultimune™ Ginza Tokyo Street delivered A CATEGORY FIRST OF ITS KIND data-driven innovation via VR.

Objective & Challenge
/* BACKGROUND: 2021’s COVID 2.0*/ One year into pandemic, Malaysian women had adjusted skincare rituals, sought new brands, simplified routines as they WFH and traded down to hedge against an uncertain economy. Traditional channels like department store retail counters were closed. Shiseido’s competitors were outspending them eg Lancome spends were 3x-5x those of Shiseido. Ecommerce platforms offered little brand differentiation. Facing these challenges, we had to re-launch Shiseido Ultimune Power Infusing Concentrate. The objective: boost engagement and sales on Shiseido’s own virtual store, via some e-commerce differentiator.

Insight & Strategy
/* INSIGHTS & STRATEGY: TRANSFORMING LIMITATIONS INTO DIFFERENTIATIONS */ Due to limited budgets, it was critical to find the right audience and create a differentiated proposition for our relatively expensive product. Three key data insights: Insight #1 — Malaysians flocked to online entertainment and gaming, viewing increased 5x times for casual gaming videos from March 2020. (source: Google Malaysia) Women outnumber men for casual games by 3:1. (source: YouGov) Insight #2 — Skincare searches include growing informational intent, signalling a behaviour shift towards self-discovery fuelled by the rise of ‘prejuvenation’ — preventing tell-tale signs of skin aging before they begin. (source: Google Trends) Insight #3 — Covid-19 cases soared in Q1’2021. Consumers were more pessimistic about 2021 vs 2020 (Invoke poll: Statista) /* HONING IN ON ULTIMUNE™’s PRIME PROSPECTS */ The gaming tribe had high affinity for skincare, wellness, technology and had strong passion for understanding how things work. They admire brands that innovate, embrace trends authentically and actively empower. As per insights below: · I research before buying, 65% Non-gamer Females vs. 73% of Gamer Girls (12%+ Overindex difference) · I am confident using new technology, 38% Non-gamer Females vs. 51% of Gamer Girls (34%+ Overindex difference) · I have personal interest in beauty / cosmetics, 63% Non-gamer Females vs. 72% of Gamer Girls (14%+ Overindex difference) · A brand role in consumer’s life should be: Innovative, 53% Non-gamer Females vs. 63% of Gamer Girl Tribe (19%+ Overindex difference) · A brand role in consumer’s life should be: Improve knowledge & skills, 40% Non-gamer Females vs. 51% of Gamer Girl (28%+ Overindex difference) · I tend to buy premium version of products, 13% Non-gamer Females vs. 17% of Gamer Girls (31%+ Overindex difference) Prime prospects: female 16 – 34, interested in games,.22 million in Klang Valley (GWI Q1’2020 to Q1’2021) THE STRATEGY: /* LIFTING BRAND PRESTIGE THROUGH TRANSFORMATION OF ECOMM JOURNEY */ The challenge for e-commerce was to create engagement that drove purchase. We devised our communicative objectives: “LEARN & YEARN” · LEARN: It was imperative that our audience learn of this much-awarded product’s formulation and superiority · YEARN: Analysis of past campaigns revealed that while video ads generated awareness, ultimately product trials drove highest conversion. We needed to convert learning to yearning experience for consumers (via purchase or trial) A legacy brand amongst the older generation, in an era of k-beauty prominence, Shiseido had to WOW the younger cohorts. Given the target audience (gamer girls), the experience needed (smooth and engaging) and the drawbacks of traditional video (don’t convert, slowburn) we decided to bring the glamour and stye of Shiseido’s flagship store in Tokyo to Malaysia by launching a category-first Virtual Reality Tokyo Ginza Street, an E-commerce enabler that would excite interest and boost better conversion on their existing Shiseido Virtual Store.

Execution
/* HOW: REENGINEERING BRAND DELIGHT */ We crafted a premium, cool yet geeky experience with gamification to skincare edutainment, instilling charm together with science via a new, interactive, immersive medium. Our VR world had 7 engagement levels: 1. The Ultimune™ Museum uncovered the secrets behind previous generations of this prestigious product, creating credibility. 2. In the Botanicals Boutique, users interacted with key Ultimune™ ingredients learning of the brilliant anti-aging effects of Reishi Mushroom Extract and Roselle Extract, to help achieve their personal prejuvenation goals. 3. The Beauty Lab provided users a front seat into understanding Shiseido’s technological prowess in science and botanical expertise fusing together in pure skincare synergy. Users were then quizzed to give them a chance to win the product itself. 4. Shiseido Virtual Store gave users a novel experience of shopping in a VR world. At the beauty product bar a user could browses products just like in a physical store, and buy immediately. 5. To lower barrier to entry, samples were offered. Prospects could register when they learnt of Ultimune™’s key USP of ‘visible change in 3 days’. 6. We built an Entertainment Hub, a virtual arcade ‘Red Power Game’ situated on Tokyo Ginza’s Game Street for Gamer Tribe to try their hand at winning prizes worth RM450 each. 7. Recognising women’s interest towards holistic wellness, the platform offered invites (FOC) to real world Flow Studio Pilates and Yoga Classes. We drove traffic to our VR platform using paid search, Facebook and Instagram ads, targeting Gamer Girl Tribe by age, gender, geo-locations, handset type, psychographics, and more. We constantly optimised the process, based on feedback data from our platform, to drive better quality traffic.

Effectiveness
/* NEW MEDIA BRILLIANCE SURPASSING TARGETS */ The virtual world surpassed all expectations within the campaign period July 12 – August 31 2021 · Over 1.8 million reach on social (Facebook and Instagram) · Over 9 million impressions · 1.16 million video views, +677% achieved vs booked KPI · 102,100 link clicks, +240% from booked KPI · Over achieved Shiseido member registrations Highly engaging VR experience: · Low bounce rate <1% on landing page vs. category average of 20% to 30% · Average time spent: around 3 minutes · 93% of virtual visitors completed the games · Sample registrations, overachieving 116% against target · Garnered highest interest in its largest-volume 50ml set at the Shiseido Virtual Store Above achievements directly contributed to JUMP in Shiseido’s online sales, with DOUBLE DIGIT growth during the campaign, its highest ever. PR coverage worth RM150,000+. The campaign has won 5 awards so far (D-awards 3, Marketing Excellence 2) Shiseido Ultimune™ Ginza Tokyo Street delivered A CATEGORY FIRST-OF-ITS-KIND e-commerce innovation via VR.

Objective & Challenge
Objective and Challenge Nando’s has been operating its restaurant chain in Malaysia for 20+ years. It had 80 outlets across Malaysia, while it is not as large as KFC, McDonald’s it has a core set of loyalists, Nando’s sauces are seen as key differentiator. Nando’s has been looking to widen its sales outside of restaurant’s make its famous sauces available in hypermarkets. This strategy is for increasing its sales from its loyal user based and grow loyalists. Nando’s dine-in constituted 82% of overall sales and was biggest driver of revenue. Significant portion of business was lost during pandemic. Nando’s had to reduce number stores forced to reduce headcount from 1800 to 1000. It needed to strengthen its sales in retail channels ensuring alternate revenue source and widen its retail reach by tapping into growing power of e-commerce platforms. Nando’s portfolio on retail channels ran the risk of being seen as jaded: launching new product innovations via e-commerce was expected to revitalise retail channel sales.

Insight & Strategy
Insight and Strategy Food category is extremely competitive within retail, especially within e-commerce. Nando’s sauces not staple purchase like bread so chance of consumers discovering them are low. Inability to get noticed quickly would increase time to achieve revenue, it was essential Nando’s reaches critical mass quickly and starts generating revenue. Unlike hypermarket where it is possible to block aisle space, e-commerce has low barriers of entry. Nando’s was competing against host of small manufacturers and global players. Losing a prospect is just one swipe away. Our Spicy Strategy: It became essential to drive consumers directly to transaction, ensuring media investment maximisation and fast forwarded sales.

Execution
Execution : Key drivers a> Leverage E-commerce platform Strategy to tap existing platform due to their high organic traffic and ease of operationalisation. However they also have high levels of competition and clutter, was essential that Nando’s cut thru the clutter. Unlike supermarket shelves with constraints in number of stock keeping units, e-commerce platform is potentially infinite in clutter. b> Breaking the clutter Organic traffic on e-commerce platforms take time to build, targeted digital campaign was launched to drive Nando’s relevant audience directly to e-commerce store. Targeting was on audience interest – people who eat out, have shown interest in Nando’s…Initial visitors were used for look alike targeting, increasing relevant reach efficiently. Creatives linked to innovative recipes with new lines of sauces and product innovations like bag&bake was used to widen interest and cut thru food content clutter on social media. CPAS (Collaborative Performance Advertising Solution) inventory on social media allowed for showcasing product offers directly e-commerce platform on social channels. Video content generated higher level of engagement and desire. c> Influencers to widen Reach Availability e-commerce allowed for widening audience, Influencers with strong fan following were chosen using our selection algorithms. Using education and personal recipes with new sauce variants allowed increasing engagement and reach. Tapping into visual appeal of Instagram for driving more spicy desire.

Effectiveness
Due to business urgency the campaign was planned for only December’21-Jan 2022. During the campaign visitors to e-commerce platforms grew at average of 150% month on month. Social media buzz saw 50% increase vs. the past. Promotional efforts for e-commerce had halo effect also on the hypermarket sales channel. Comparison of sales of sauces pre the campaign vs. post saw the following : Reduction on dependence on restaurant as sales channel to the growth from hypermarket sales by 4% point increase. Newly set up e-commerce channel now represented a significant 5% of the overall sales, reflecting a 400% growth. The campaign ensured continuation of the brand’s omnichannel strategy and increased the accessibility of Nando’s brand to wider audience via e-commerce. Despite the short duration and smaller budget of the campaign, it delivered well on all key campaign metrics : Campaign for the sauces and spices in the two months achieved an unique reach of almost 5 million The high engagement of the content on social media allowed for achieving CPLC (Cost per Link Click) at 80% lower vs similar other e-commerce projects, resulting in a huge jump in e-commerce sales for Nando’s. Resultant increase in retail sales was seen as a means to reduce the gap in revenue due to reduced dine-in. The presence in retail channels, including e-commerce site was a means to grow the core Nando’s user base. Beyond immediate sales impact the Nando’s Brand Equity gained. On-going brand equity showed increase in key metrics : “Readily Available Wherever you Want” increased in 6% point, while “Affordable” associations went up 7% point after the campaign. Indicating long term impact. The single campaign, like all good spices, left a memorable impact!

Objective & Challenge
What does an organisation do when hit with a once a lifetime Black Swan event like the Covid-19 pandemic? Most organisations would focus on cutting back advertising to avoid bleeding red. Coway saw the scenario very differently, and its objective was to help the nation at its difficult time.

Insight & Strategy
Some key insights: • Research (International Medical School) found that 70% of respondents suffered moderate to severe depression and 43.5% had mild to severe anxiety. • The Department of Statistics noted a 60% increase in unemployment. • Charities were unable to raise funding, traditionally acquired to F2F interactions. The nation was suffering. Strategy: The need was clear: a timely, optimism-fuelled campaign that showed how Coway stood shoulder to shoulder with Malaysians, and cared for them. The prevailing environment did not make it relevant to run a hard sell campaign. Instead of being seen as a sales-seeking heartless organisation it was important for Coway to be seen as a responsible member of local communities. Coway believed that this strategy would subconsciously drive sales as well. “We Stand As One” (WSAO) encapsulates this campaign. WSAO is a 360 campaign that targeted all strata of Malaysian society, using different media channels to engage different segments. Using a common theme to bring the campaign together with a wide variety of engaging content elements relevant to the different segments. We Stand As One as a campaign was not limited to being just a communication campaign but had actual intervention built in. WASO used on-ground initiatives to prompt further involvement and actions from other individuals and organisations to create a MULTIPLIER SNOWBALL EFFECT. Consumers are skeptical about brands chest-thumping about the good work they do: hence we took an alternative strategic approach. BY THE PEOPLE: the campaign was led by Malaysians, not the brand. Influencers would identify people in their community who needed help, and Coway would then step in to aid and support. FOR THE PEOPLE: the aim of the campaign was to do good and help people across the length and breadth of the country. There was no sales push or product hardsell at all: in fact the product did not feature in communications. WITH THE PEOPLE: Coway would go on ground with influencers and social media fans, to impact the communities and do its CSR work. Again the brand took a backseat to help the country. A rallying campaign song, We Stand As One (WSAO), was also developed to knit the country together.

Execution
Influencers: in a campaign during a difficult time, genuineness is very important. Influencers were critical to drive “by the people” feel, create legitimacy. We integrated media seamlessly for WSAO: a> TELEVISION including FTA and satellite TV to achieve the massive reach. Television used the song asset to accelerate reach and frequency to get attention quickly. b> DIGITAL MEDIA including social drove engagement and further discovery of brand activities, creating buzz. Allowing individuals to participate. Commenting and sharing was kickstarted by employees and partners of Coway. Platforms like NEWSWAV, THE STAR ONLINE, SAYS, REV MEDIA, NST etc helped generate more coverage and amplified the campaign, creating legitimacy and scale. Coway saluted Heroes of the pandemic in content. c>NEWSPAPERS drove credibility. d> Influencers: Innovative Engagement with Influencers rather than just using them as spokespersons for Coway. They formed the heart of the campaign. Influencers were picked to bring their own personal views and commitment to the campaign. Five key Influencers were invited and asked to pick relevant charities that they personally would want help during the period of the pandemic. With a free hand to choose the charity and the type of the engagement based on their own personal experiences, they managed the entire effort like their own personal initiative ensuring high level of authenticity in the engagement. This was perceived by their followers too, who then did their own initiatives and grew the campaign organically. For example, Mei Yan picked a very small orphanage located within a housing area rather than large orphanage as she felt strongly that during the pandemic, small orphanages will be neglected the most as they are the least known. e> On-ground initiatives to demonstrate the actual commitment of Coway towards the local community. Included donation of food, air-purifiers in high density locations like vaccination centers, recognition and aid for frontline workers etc. Choice of On-Ground Initiatives We chose initiatives to support needs of the local community and fit strategically with Coway. For example air-purifier donated at the vaccination centers were relevant for the needs of the community and also were relevant for growing the revenue.

Effectiveness
The campaign achieved a tracked media return of investment of 4.5X. Television reached 88% of audience with 1+ frequency, and achieved widespread reach. Digital achieved 147 million impressions, ensuring a high level of engagement, with 27 million video views. The view thru rate was high at 57% vs 15%-37% for most Malaysian video campaigns, indicating high level of engagement.. The campaign resulted in increased interest in participation resulting in 1.05 million click-through to the We Stand As One landing page, with the influencers driving this critically. Overall engagement at 25% for social media posts. Over 65% of target audience was aware of the campaign and felt more positive and saw the brand more positively after the campaign PR value from the campaign exceeded RM 7.78 million INDUSTRY RECOGNITION This campaign has won multiple awards (2 awards so far) in the last 1 month: MDA D-awards • Best Digital Platform: non-profit/pro bono • Best Integrated Media Campaign WSAO had a very strong impact on the brand, with NPS score for Coway growing by 21% during the campaign. Despite not having any hard selling of products in the campaign the campaign built a strong momentum for sales due to the relevance to the local community. In fact, while the client cannot reveal data on sales (confidential) it was the best performing quarter in terms of sales for Coway in their history!