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Best Use of Analytics


Silver
Campaign Title

BOE KOL Mapping Program
Client

BOE Technology Group Co., Ltd
Agency

Burson-Marsteller

BOE is the world’s leading supplier of semiconductor display technologies, products and services. In order to strengthen its leadership and gain greater visibility in consumer marketing, BOE needed to optimise its corporate image by changing outdated perceptions among stakeholders. Instead of evaluating single social performance data, the real challenge for the company was to leverage a more thorough methodology to measure authority, which inspired the development of the BOE KOL Mapping Program. Designed to help BOE succeed in the social media era through KOL evaluation and management, the task was to identify the most valuable and relevant KOLs for BOE, and determine what social behaviour makes them influential. It needed to needed to accurately identify valuable KOLs by creating a comprehensive KOL identification tool and metrics to perform in-depth analyses of KOLs’ social media value and footprint, in order to provide evidence to inform and support BOE’s KOL relationship management plan. Based on these business goals, it set up five categories for KOL segmentation as our primary mapping targets, incorporating both B2B and B2C communication needs: Home Appliance, Technology, Display Industry Observers, Finance and Lifestyle. As well as data, the programme offered useful insights and analysis offering next steps. A pool of prioritised KOLs was filtered from 9,381 potential candidates. It developed a KOL engagement and relationship management plan based on the mapping results and findings. Although the engagement process is in its initial stage, there are already some indications of success.

Bronze
Campaign Title

Carving Out a Technology Leadership Position for MasterCard in Asia Pacific
Client

MasterCard Asia Pacific
Agency

Weber Shandwick

When MasterCard entered China in 1988, it was the first international payments company to do so. With its first mover advantage, MasterCard was well-placed to grow, serving China’s massive population. However, it wasn’t long before MasterCard faced stiff competition; in 2002, a Chinese state-backed payments company was formed, quickly gaining dominance in the Chinese market. This new competitor had also increasingly grown its footprint outside China. It was crucial for MasterCard to differentiate itself, and carve a definitive leadership position for itself with its partners, merchants and consumers, especially outside China. It launched a programme aimed to position the brand as the leader in innovation and payments technology. The programme aimed to reach MasterCard’s key stakeholders through a variety of media channels. Stakeholders included financial institutions, merchants, issuers, acquirers, government, and also consumers in the region. In order to better understand its competitor’s growing presence in the region, the brand utilised measurement analytics to track the key payment brands’ share of voice (SOV) in the region. According to Prime Research, in 2013 (Jan to Dec), the competitor had 52 per cent SOV in Asia-Pacific, ahead of MasterCard (20 per cent). Other major players in the payments industry were below 15 per cent. The strategy was to use MasterCard’s depth of technology expertise in proactively engaging stakeholders; collaborate with the right partners to elevate MasterCard’s reputation in innovation; and create a sustained media program to leverage key R&D and innovation milestones to build a technology leadership positioning. Overall SOV in Asia Pacific increased by 11 per cent, from 20 per cent in 2013 (Jan to Dec) to 31 per cent in 2014 (Jan to Dec), ahead of all competitors.