Innovation has been a focus for our Singapore team this year, with their most recent innovation being the V-Showroom, a first-of-its-kind mixed reality dealership for our global client General Motors. We spoke with the minds behind this work, Stan Lim, Regional Creative Director and Chye Yong Hock, Innovation Director as they stepped off the stage at Spikes Asia 2017.
[For the people who didn’t make it to Singapore for your presentation]
What were key takeaways from your talk at Spikes Asia?
Stan: The key thing that we wanted people to take away from our session is to think deeper about what you can actually do with experiential tech and not just limit it to consumer-facing implementation. Where innovation started out was really to create nice brand experiences and delight consumers. But there’s so much more to experiential tech than that, and if done right, I believe it can create real business value.
Chye: A lot of people at Spikes were talking about how experiential technology and machine learning have influenced the marketing landscape in general. But fundamentally, we wanted to show people that technological advancements will be more prevalent in the future as long as we focus the end point on delivering something of tangible value to the client. We also shared best practices for Innovation projects, for example how we approach them, and what was the process is for kick-starting these projects with clients based on our past learnings. It’s a very different process from pure-play marketing projects.
With AI and data advancements dominating industry conversation, does creativity still matter?
Stan: Of course it still matters, but AI & Data has changed the process involved in creativity. AI and data will impact how we have to be creative in order to solve a client’s problem. But AI & Data isn’t the end point — we will still need to create delightful experiences for people.
Chye: These days there are a lot of companies in the tech and innovation space, so it’s creativity that sets an agency apart. If digital agencies didn’t own creativity, we would be just like any other tech solutions provider or vendor, where everyone is selling just one product. But we tell clients “don’t think about the tech you want to use. Rather, think about the problem you want to solve” and from there, we can figure out what we need to create, and what tech we use.
And it’s no longer just about creative marketing alone — we need to blend it together with tech solutions and services in order to be truly effective. But the challenge a lot of agencies face is how much clients are willing to invest — proper implementation of some of these new technologies are big investments. And to use tech for only one campaign is just not worth it. That’s why we are focused on experimenting with technology that has longer-term potential, for example improvements that can be made to the customer service industry just makes more sense. Strategically choosing areas of experimental focus is an agency’s biggest opportunity for delivering great value to clients.
What’s the latest in the digital and creativity in Asia-Pacific?
Chye: It’s shifting; the advertising landscape is changing a lot, and it’s to do with how APAC clients are spending their money. For example, in Asia social has largely become a low investment staple of the marketing mix. Clients have set how much they want to spend and how they want to do it. So, they’re less open to new ideas.
Clients’ investment is slowly diverting to experiential tech to help them retain customers — this client demand has increased a lot more this year. Many companies now have innovation teams, and they are treating it just like a marketing division. So, they are definitely going to spend more on innovation and experiences in the near future.
Stan: Generally, I think APAC clients have matured in their approach to innovation and in some cases the clients are more aware of what technology can do but not how to deliver it. But when you’re facing a client who might be thinking “there’s no use for tech beyond marketing” not many agencies can jump in and leverage the opportunity. In APAC, we still have a lot of catching up to do.
Why should businesses and brands investigate what innovation can do for their business today?
Stan: It’s the risk of being disrupted. Entire categories are getting replaced on a monthly, and sometimes, weekly basis.
Chye: Brands and businesses need to understand that tech and innovation is a part of the working world today, and it is not something you buy off the shelf. They need to understand how it can power their business.
Lots of brands and businesses are already investing in creating an innovative culture. They are rethinking and maturing in the way they approach innovation projects. And companies like Kickstarter have helped foster the start-up culture to make brands and businesses more accepting of trial and error, and the mantra “fail-fast”.
Also, the customer demand is there. Take the car industry for example, people want the latest technology in their cars now, so automakers have put more innovation into producing cars in the last two years than they have in the last twenty. But this takes learning and can’t be completed overnight. So, you need to start the innovation process early.
Stan: Disruption is not an event, it’s an ongoing process. So, the day you realise you are being disrupted is the day it’s too late to do anything — As Chye mentioned, innovation needs to start now to prevent yourself from being disrupted six months down the road.