After nearly 20 years of development, Shanghai Fashion Week has an increasing domestic and international influence. However, the overall image and operation level of Fashion Week has not kept pace with the development of Fashion Week. Behavior also lacks effective monitoring and statistical means to effectively formulate sustainable development plans.
Solutions
1.The overall update of the official website of Fashion Week.
2.Create Fashion Week E-RSVP platform, including event management, e-ticket, process monitoring and data analysis reports.
3.Build a Fashion Week data warehouse, data management platform and data analysis system.
Result
The official website of Fashion Week is on par with the world’s four major fashion weeks, and its brand reputation has been greatly improved. The E-RSVP platform has greatly improved the management and service level of Fashion Week, improved the coordination ability, operational efficiency and flexibility of Fashion Week, greatly improved the user’s admission experience, and saved a lot of paper. Through effective data monitoring and statistical systems, the statistics dimension and granularity of fashion week data are enriched, making the official data of fashion week more authoritative, and providing an important reference for subsequent trend analysis and strategic planning.
With millions of people actively demanding action from governments and corporations towards a more sustainable society, what are the strategies adopted by brands to adapt to these shifting consumer priorities?
Steps are being taken by private and governmental bodies
Sustainability, meaning “the avoidance of the depletion of natural resources in order to maintain an ecological balance” (the Oxford Dictionary), is the latest trending topic. A more encompassing definition refers to only consuming what you need versus what you want without it being at the expense of others (including but not limited to: fair wages, decent living conditions and ethically sourced materials).
In 2015, the United Nations assembly got together to agree on The Sustainable Development Goals to be achieved by 2030. Among the 17 Goals are the three key ones below, which underline the realization that change can be driven both at an individual and collective level by changing consumption habits:
Goal #2: Good health & well-being
Goal #12: Responsible consumption and production
Goal #13: Climate action
In 2017, the Prince of Wales convened a group of CEOs from the apparel and textile industry, enforcing them to commit to sourcing 100% sustainable cotton by 2025 under the Sustainable Cotton Challenge. Personal bodies are also enforcing sustainable initiatives such as: opting to carpool to work, switching from plane to train transportation, buying local and seasonal products etc.
Evidently, encouraging steps are being taken by both private and governmental authorities although there is much room for improvement.
So how does consumers’ perception of climate and environmental challenges come into play in relation to their spending behaviour? And who drives the change towards sustainability in the retail industry? Brands, consumers, or policies?
Brands are acknowledging the need to play a role in creating a more sustainable model of consumption
In 2018, luxury household name Burberry came under fire (no pun intended) when it was revealed that $36.5 million worth of unsold stock of perfume, clothing, and accessories, had been destroyed in efforts by the company to avoid brand devaluation. The backlash from the public and environmental agencies was colossal, to the point that the brand was forced to reposition its strategy. Hence, Burberry laid out to the public a Responsibility Agenda “designed to build position change and build a more sustainable future” with three key goals to be reached by 2022.
Positively impact 1 million people.
Be carbon neutral & revalue waste.
Drive positive change through all products.
“Modern luxury means being socially and environmentally responsible” stated Burberry Chief Executive Marco Gobbetti.
Other brands, such as California-based Everlane and Reformation, are taking transparent and ethical work stances by offering long lasting quality clothing or recyclable products such as cosmetic brand Kinship, while larger companies have made public pledges to end their polluting practices. Case in point is Zara, which announced that all of its collections would be made with 100% sustainable fabrics by 2025.
Greenwashing or Genuine Commitment?
Although this all sounds very promising, the end goal for all corporations is profit. Simply put, the battlefield for market shares and customer loyalty has now moved to the realm of environmental sustainability with the general population being increasingly more concerned about the effects climate change will have on their living environment.
This doesn’t mean that profit and sustainability are incompatible but rather that common “greenwashing” techniques – deceptively using means to persuade their consumers that their products or policies are environmentally friendly – such as:
Celebrating Earth Day;
Posting nature background photos on social media;
Offering reusable tote bags in exchange for minimum spending in store;
To appeal to customer’s desire to purchase guilt-free are no longer cutting it. In the same way, commitment to sustainability goals are challenged by consumers should brands fail to meet their targets.
Similarly, e-commerce has completely changed the way how we consume, with millions of products available at our fingertips. During the first minute alone of Alibaba’s 2019 Single Day’s promotion, over $1 billion of goods were sold in China. More ethical shipping practices (using recyclable materials, switching from plastic to cardboard, tape free boxes) are increasingly becoming the new normal.
Although many brands’ first steps towards a more sustainable business model were initiated by public backlash, this has had positive effects on the industry altogether. The same can be said about organic products, which are also part of the sustainability movement. Organic food products are grown under a system of agriculture with a socially responsible and environmental approach (growing products without pesticides or fertilizers).
How are products sourced, created and can they be recycled? What is their carbon footprint, are they good for my health? These are some questions among many being consistently raised by end buyers.
What’s applicable in the West for brands needs to be adapted to the mindset of Chinese consumers. Tackling sustainability remains largely a top down governmental long-term goal rather than personal initiatives. Hence, although sustainability is becoming a topic of interest to shoppers, it is still geared towards personal interest versus the greater good in China.
In the luxury sector for example, companies selling online second-hand or past-season fashion merchandise such as Vestiaire Collective, Hula or On the List are tapping into a new pool of consumers interested in snatching labels for the best value for money. Although brands’ emphasize sustainability as a selling point, what ultimately draws Chinese customers is the lower price bracket for guaranteed fashion labels from the biggest fashion houses (Louis Vuitton, Balenciaga, Marc Jacobs).
In the fast retail sector, circular economy initiatives are being tested such as the freshly announced collaboration between H&M and YCloset – a Chinese clothes sharing platform counting 15 million subscribers – to see whether the consumers are interested in this channel and to gather more data about consumer behavior.
Another point of interest for these selective consumers is the concern for safe consumption goods in line with personal health interest. Hence, the purchase of organic foods and materials are on the rise.
In fact, in China, over half of consumers are willing to pay up to 25% more for food products that are organic. Home grown brands such as eco-friendly retailer Klee Klee or Hong Kong based OrgHive, a unique social and content platform for organic goods are the latest proponents of this new consumption model.
Using Social Listening to unlock the conversations consumers are having about your brand
As a brand, tuning into what your customers or the general public is saying about your products and company ethics is key to adjusting your market positioning: especially in China where the digital landscape has an ecosystem of its own. Are your sustainability commitments gaining traction or even deemed credible? Are your competitors gaining an edge over you because they have taken steps to make their products less harmful to the environment?
IMS builds sophisticated consumer modelling using data and machine-learning, which collects and aggregates insights about your brand that address those business and marketing question marks. We can help leverage social listening capabilities to analyze market sentiment on sustainability topics and guide your brand’s strategy based on these results. Undeniably, brands that can weave in demonstrable sustainability measures into their business models will be able to carve themselves a piece of today and tomorrow’s trend towards a more responsible consumption model.
Get in touch to learn more about the China market and how we can help drive your marketing strategy through social intelligence.
Hong Kong,Monday19th November 2019 –Asia’s leading digital transformation agency, Integrated Management Systems (IMS), announces the launch of a unique,state-of-the-art property management and sales softwaresolutionwith built-inintelligence and architecture to handle end-to-end operational activities,enablingagents and developers to maximise and accelerate sales thanks to AI matching and machine learning technologies
Property Raptor, a top-of-class real estate software platform, empowers agents, developers, and agencies to increase productivity and close deals faster thanks to sophisticated blockchain and AI technologies
Property agents and developers face debilitating, costly issues such as managing vast volumes of data, maintaining visibility of global resources and inventory, as well as integrating and streamlining work processes from multiple siloed systems. Property Raptor overcomes these difficulties by enabling agents to close deals faster, thanks to a sophisticated AI algorithm that matches buyers with properties, and vice versa. This speeds up the sales process, optimises buyers’ experience, and ensures repeat purchases and adoption of the solution.
In addition to a fully automated, time-efficient sales funnel optimised for conversions, the tool automates repetitive tasks, manages a database with reverse searches through advanced data crunching and AI, handles entire regulatory compliance processes, offers 2D property visualisation for better inventory management, and has an AI-driven marketing engine at its core that delivers targeted marketing campaigns and generates data insights about buyers and factors that influence their purchasing behaviours.
“Agents are saved from having to waste hours and hours stuck at the start of the sales funnel, or finding out-of-date information on clients and properties from siloed systems,” states Justin Lau, CEO of Property Raptor.“This cloud-based tool solves all the key industry pain points across productivity, compliance, client marketing, and inventory management, while guaranteeing a seamless and satisfyinguser journey for agents and buyers”.
Increased transparency and effective marketing will empower agencies and developers to drive global success thanks to Property Raptor
The tool will also enable property developers and agencies to deliver an unparalleled buyer experience to clients through thoughtful and relevant communications. Clients will receive specific recommendations and property details that accurately reflect personal preferences.
“Property Raptor is a unique,sophisticated yet easy-to-usesystem that we have designed and built closely with the real estate industry. It tackles the costliest issues faced by property agents and developers, while keeping in mind the industry’s need to deliver an exemplary user experience,” explains Anastasios Papadopoulos, CEO of Integrated Management Systems (IMS) and IMS Digital Ventures. “We’ve engineered the software so that it takes into account the industry’s need for safe, secure, and agile data management as well as an efficient sales process for agents to close more deals faster.”
Justin brings to the Property Raptor team a profound understanding of business needs as well as deep knowledge of financial markets and real estate. Justin is able to leverage his network in the real estate sector to guide Property Raptor to becoming the leading CRM platform in Asia.
Justin spent over 15 years in the banking industry, holding the position of Managing Director in the Capital Markets division at Credit Suisse, Lehman Brothers, Nomura and Daiwa Securities. He holds a degree in economics from the London School of Economics.
About Integrated Management Systems (IMS) Hong Kong
Integrated Management Systems (IMS) is Asia’s leading Digital Transformation Agency, offering technological solutions for data-driven strategies that transform businesses. IMS helps clients build, manage, monitor, and analyse an integrated, cross-channel platform to provide a seamless customer experience, maximising ROI and market potential.
Services span marketing automation & CRM, digital transformation, data analytics, and omnichannel marketing strategies and execution.
IMS DV is the venture capital arm of Integrated Management Systems. By leveraging state-of-the-art technology, the team at IMS DV is able to navigate industry change and help companies adopt disruptive business models while sharing the risks and upside through corporate venturing.
Working with Asia’s most influential corporations and visionary entrepreneurs, IMS DV catapults visions into viable businesses through sustainable and resourceful digital solutions.
For more information, please contact Manuela Buerki at Integrated Management Systems HK by email manuela@imanagesystems.com or telephone +852 3611 7840.
Rethinking marketing strategies in B2B Customer Engagement
A focus on customer engagement drives many of the successful B2C strategies for digital transformation, but that doesn’t mean that B2B companies can take a back seat. Any company still on the bench about using digital strategy for creating a customer-centric business model will quickly want to get in the game.
As companies face mounting threats from competitors on their home turf and further afield, customer engagement will play a huge part in deciding who stands out from the crowd. This approach is even more rewarding when you consider that almost 3/4 of B2B customers1 report a lack of engagement. That means that companies are risking over 70% of their revenue from current transactions. Or, to put it another way, you have a better chance of seizing a bigger slice of that tasty market pie if you are part of the engaging 30%.
While different studies have churned out different numbers, the conclusions reached are the same: the rewards for using digitalisation to adopt a customer-centric approach are tantalising and tangible. One study revealed that the top ten most connected B2B brands enjoy one-third more growth2 than those who are not connected. Another report showed that B2B companies that adopt digital capabilities generate 8% more shareholder returns.3 Managers: it’s time to sit up and take note!
Before embarking on a strategy, B2B companies should first understand the nature of their engagement with customers, and how they are going to measure it
Struggling to find a definition of customer engagement that makes sense for your business model?
You’re not alone! While the meaning of customer engagement for B2B companies can vary by industry, it tends to drive the same reward – commitment.
Understand the differences (and similarities) of B2B and B2C engagement
The difference between market strategies is not necessarily in the approach. For example, both B2B and B2C stand to gain from marketing activities on social media, email, campaigns, and content hubs. Think a traditional institution like a bank can’t use social media? Think again! Even white-collar corporations can reap huge benefits from using social media as part of their digital strategy.
Confusingly, the traditional boundaries that drew a clear divide between B2B and B2C objectives in marketing are increasingly blurred. Twenty years ago, it was safe to assume that B2B companies relied more on developing loyal relationships and increasing Customer Lifetime Values than B2C, yet a quick glance at today’s leading B2C marketing strategies show more and more focus on building trust and long-term client relationships. Recent research goes so far as to indicate that there is little to distinguish between the CLV across B2B and B2C.4
On the other hand, the Cost Per Acquisition (CPA) for B2B customers can be significantly higher than the CPA for B2C customers (for example, not many B2C would-be clients will march into a shop and demand working prototypes!). B2B strategies also must adapt to more intense competition for a small pool of potential customers. This means that revenue generated from individual client relationships represents a bigger portion of sales for B2B compared with B2C. B2B companies therefore have extra incentive to increase CLV through customer engagement.
Arguably, the most important aspect to consider when deciding on an engagement strategy is customer behaviour. A typical B2B sales journey is longer and more technical than for a B2C, often involving complex interactions between different teams across various departments that may be located in different geographical regions. In addition, the B2B market has to account for their business purchases through reasoned or financial analysis, using logic and data. At worst, a B2C customer will get scolded when justifying their latest impulse buy to their weary spouse.
The opportunities (and challenges) of better B2B customer experiences
While these differences present a significant challenge for your B2B company, they also provide opportunities. Understanding market figures – and the reasons behind them – can allow you to exploit gaps in the market. Identifying competitor weaknesses can help you strengthen customer experiences, for the good of your client and your bottom line. B2B companies are recognising that customer centricity is pivotal in customer satisfaction, retention, and repeat sales. In order for companies to foster trust and strengthen loyalty to a brand, they must place customers at the core of their business strategies.
A crucial factor for B2B companies is understanding when to go digital. When there is a supply chain hiccup, chances are your customers won’t mind resolving the issue through a chat bot. When things go badly pear-shaped, you won’t win any favours by forcing your customers to do backflips before they get to speak to a real person.
Outside the need for human reassurance, there is a plethora of opportunities for offering simple digital journeys for actions such as tracking deal progress, re-ordering, or obtaining practical information and guidelines. In some industries, B2B customers have also enjoyed the rise of dedicated client applications, enabling them to keep tabs on equipment maintenance visits and other useful information.
And those are just the external facing strategies: incorporating digital tools can help you automate internal workflows, improve company-wide communication, and increase efficiency and productivity.
All of these benefits can help B2B companies deliver the best products and standards of service to their customer.
Evolve from bimodal measurement of customer engagement
An oft-cited difficulty when implementing a strategy for enhancing customer experience is determining ROI. There is a general understanding that achieving customer engagement generates value, but many leaders are still scratching their heads at how to measure the success of their strategy. A bimodal definition of engagement is simple but doesn’t help the identification of patterns in the long run. One solution is to link value generated from different types of customer behaviour on each point on customer journey,5 and then observe how changes in customer satisfaction affect these economic outcomes over time.
How can you measure
customer engagement?
don’t use a bimodal definition
do link value generated with customer behaviours
do use CSAT forms to observe changes in customer behaviour
do compare trends in customer satisfaction with value over time
You can then use these insights to prioritise areas of customer satisfaction that drive the highest returns, and incorporate lessons learned when designing and adapting customer journeys. Determining in advance the metrics you will use to measure your success is paramount to achieving meaningful improvement: a recent report illustrated that ambiguous Key Performance Indicators (KPIs) weakened the success of digital strategies aimed at enhancing customer engagement. Other factors included lack of formalized processes for offering improved customer experiences as well as lack of critical technology and tools.
Improving customer engagement through digital tools is an integral part of a customer-centric strategy for B2B companies. Where managers are able to overcome difficulties in adapting their strategy to suit their business model, they will also be able to better identify opportunities for engagement that cater to B2B customers’ needs. Digital journeys that are tailored to, and help simplify, the complex sales process can go far in increasing the Customer Lifetime Value by enhancing engagement.
B2B companies that provide engaging customer experience throughout the lifecycle will stand a much better chance at generating game-changing ROI than those who adopt a half-hearted approach. A structured strategy with predetermined KPIs and the right digital tools can make all the difference in becoming the next leader in the B2B market.
About the Author
Manuela leads the Marketing division at IMS, advising clients on branding and market positioning in both Europe and Asia.
Prior to joining IMS, Manuela worked in financial regulation and compliance. Past experiences include representing France in roundtable discussions in Brussels for the European Venture Capital Fund (EuVECA) Regulation.
She obtained her LL.B (Hons) at UCL before graduating from Sciences-Po, Paris, with a Master’s in Financial Regulation.
China shows the strongest e-commerce growth by 2023, almost double that of the United States. An increasing portion of that revenue is attributed to products sold via cross-border e-commerce channels. Yet as costs associated with advertising and operational e-commerce continue to rise, it’s increasingly challenging for new brands to see return on their cross-border investments in China. Consumers are more reliant on technology than ever: even China’s demographic of Silver Surfers are spending more time browsing online and are comfortable with modern technology. Online behaviour by Chinese consumers is complex and nuanced – even among users with similar attributes that would otherwise satisfy standard customer segments.
As a result, brands must tackle communications in a way that feels relevant, timely, and personalised to their target audience. Adopting strategies that drive conversion goals at every touchpoint requires marketing teams to understand:
Which users are at these touchpoints?
What do these users expect from the brand?
The Chinese market dynamics new brands face in 2020 are different than they were five years ago. While this can be overwhelming for new organisations looking to conquer China, there are some key considerations that significantly streamline market entry and boost initial traction in terms of awareness and sales.
As a new brand, you should:
Identify which e-commerce platform is best suited to your industry category, budget, and revenue goals
Leverage social intelligence to understand your target audience and get a competitive edge over big-budget competitors
Embrace social commerce to drive down acquisition costs and start long-term brand-building
1. Identify which e-commerce platform is right for you
Cross-border e-commerce (CBEC) channels offer foreign-registered entities relatively easy access to the Chinese market, both in terms of cost and administrative burdens (for example, cosmetics brands accessing Chinese consumers via CBEC do not need to go through animal testing requirements).
There are numerous CBEC channels, and the right one for your company will depend as much on your risk appetite, flexibility on cash flows, total advertising budget, or stakeholder commitment as it will on your brand category and product.
Most companies start their research for their ideal e-commerce strategy with Tmall Global. This is unsurprising, given that the GMV per active user is the highest from all the cross-border platforms. Yet the costs of setting up and running a Tmall shop, such as hiring an agency, providing the deposit, or paying the commission to both the agency and Tmall, can be daunting for smaller brands or brands with an untested market strategy.
For brands who are more cash-flow conscious, a cross-border WeChat shop provides a worthwhile alternative for launch. Entering China via a WeChat shop allows brands to optimise their approach and refine their positioning, without the upfront financial commitments associated with the big CBEC platforms.
While the GMV per active user is much lower, the cost of setting up a WeChat shop is insignificant compared to Tmall Global and can be an excellent approach to piloting marketing campaigns, identifying the right content and funnel mix, and acquiring an initial database of customers. A WeChat shop also allows brands to scale their activities incrementally and can use initial results to secure investment and get proof-of-concept for stakeholders.
Once initial thresholds for reach or customers have been met, brands can then shift their attention to driving growth by diversifying their e-commerce channels.
2. Understand your target audiences and what they want by generating insights through social intelligence
Your business and marketing strategy should take into account your industry category, competitor strategies, and market analysis, but it also needs to leverage insights from social intelligence: what topics do your consumers care about and how do they resonate with them?
With such a crowded marketplace, it’s easy for your brand messages to get lost in all the noise.
By analyzing conversations on China’s most popular social media platforms such as Weibo or Little Red Book (XiaoHongShu), brands can identify which consumer emotions they can tap into with their communication strategy and the key phrases or words their audiences are using to describe products or needs.
An added challenge is the balance required between integrating localized content (such as for key shopping events like Chinese New Year or Single’s Day) while retaining connotations of higher quality ingredients or safety controls that are still typically associated with international brands. Different messages will engage target audiences differently. For example, Generation Z may be more interested in sustainability claims whereas Millennials may find messages of brand value and novelty ingredients more compelling. By understanding where different audiences are talking about these key issues, brands can find new and exciting ways of telling their story, either through owned accounts or through User-Generated Content.
Typically, off-the-shelf social listening solutions do not work well in China. Western brands should look out for agencies who have customised their data intelligence model to retrieve relevant, reliable data that can directly serve marketing teams and advance business goals.
3. Embrace social commerce to balance activation strategies with sustainable brand-building
Promotions and discounts, especially on e-commerce platforms like Tmall Global, are still a key driver for purchases by Chinese consumers. To help foster loyalty and to insulate new market entrants against price sensitivity, marketing initiatives should invest adequate resources into building brand equity. New brands must embrace social commerce to balance short-term customer activation with a long-term communications strategy across multiple ecosystems.
Many brands experience short-term sales peaks but fail to capture market share in the long-run. This is often due to pressure from international headquarters or investors impatient to witness the impressive results that are seen as a given in the China market. Unfortunately, discounts, free gifts, or other promotional gimmicks by brands are soon short-lived: and are easily outdone by companies with deeper pockets! Luckily, social commerce provides rewarding opportunities for brands who adopt agile, content-driven strategies into customer acquisition.
Content strategies for social commerce must therefore be a key focus for new brands: even before launching in the market. Unlike in the West, product discovery, brand validation, and the final conversion all happen within the same social media platform. Social media is a core component of the end-to-end customer journey in China and brands must meet consumers with great content at every touchpoint.
Aside from content published on owned accounts, brand should leverage the full capabilities of social media and e-commerce sites. Tmall Global, for example, is characterized by product reviews and ratings, while Little Red Book is a great channel for earning peer recommendations through user generated content. Brands can use Weibo influencers to announce the launch of your brand while driving sales directly on their own WeChat account via a commission-based model.
Key takeaways:
While the cost of selling online to Chinese consumers is increasing, brands can optimise their launch strategy by utilizing data, choosing an appropriate e-commerce channel for launch, and preparing for future success by leveraging long-term content strategies
WeChat shops are a good alternative to larger, more expensive e-commerce channels such as Tmall Global, although the GMV per user is lower
Content and social commerce is crucial for new brands looking to compete against established products
Although off-the-shelf social listening solutions in China are limited, a good marketing agency will help you customise a data model to generate reliable insights that drive branding and communications
About the Author
Manuela leads the Marketing division at IMS, advising clients on branding and market positioning in both Europe and Asia.
Prior to joining IMS, Manuela worked in financial regulation and compliance. Past experiences include representing France in roundtable discussions in Brussels for the European Venture Capital Fund (EuVECA) Regulation.
She obtained her LL.B (Hons) at UCL before graduating from Sciences-Po, Paris, with a Master’s in Financial Regulation.
IMS Has Just Launched OrgHive At A Time Where Chinese Consumer Concerns On Health And Wellness Have Peaked Post-COVID.HONG KONG–(BUSINESS WIRE)–The venture capital arm of Asia’s leading digital transformation agency, IMS, has launched OrgHive with the mission of helping consumers make better lifestyle choices while improving return on investment for brands marketing to China.
At its core, OrgHive provides transparency and trust in the organic and natural market in China thanks to blockchain technology
Two significant barriers to Chinese consumers purchasing organic products is a lack of trust in supply chain verification and absence of objective, reliable information on the benefits of related lifestyle choices. OrgHive facilitates authentication of Chinese certified products by leveraging the security and transparency of blockchain.
The platform’s launch follows an announcement from Beijing that China would be seizing the opportunity to invest in blockchain to help bring it in line with other market’s standards for this emerging technology. “We’re launching at a time when all the technology leaders of the world have their eye on China, to see what opportunities and innovations spring from this initiative,” says Anastasios Papadopoulos, CEO of Integrated Management Systems (IMS) and IMS Digital Ventures. “For domestic brands, OrgHive represents a crucial touchpoint to gain consumer trust and drive conversion to third-party e-commerce websites.”
For international organic and natural brands, OrgHive is key to overcoming increasing operational and advertising costs associated with selling online in China
“While operational costs of doing e-commerce have at least doubled since 2015, we have witnessed advertising and influencer costs increase by 350%-500% in the last three years,” explains Manuela Buerki, Director of Marketing and Strategy at IMS. “OrgHive addresses the pain points of customer acquisition in China by enabling brands to reach their target audiences within a transparent framework that also provides necessary insight into their customer’s browsing and buying behaviours.”
Brands can access OrgHive via different membership tiers, according to the level of exposure and engagement they are aiming for with consumers. The platform has also been designed to reflect the internet habits of consumers shaped by China’s social commerce landscape, leveraging community content, peer to peer recommendations, brand and product discovery, and loyalty rewards – all within the same ecosystem.
OrgHive’s launch coincides with revived consumer interest into wellness trends and healthier food choices amid the COVID outbreak
“At IMS, our marketing analysts have been using data insights from social intelligence to monitor trends in consumer attitudes towards more balanced lifestyle choices and healthier nutrition and exercise habits. We’ve witnessed a surge in conversations reflecting the need for change, particularly relating to 996 consumers (those working 9am to 9pm, 6 days a week),” comments Manuela. “We expect to see an increase in content searches related to making better choices, and plan to be at the forefront of providing trusted solutions to Chinese consumers.”
As both a content and social platform, OrgHive provides the answer for consumers seeking advice and inspiration to ignite change in their lifestyle habits.
About Anastasios Papadopoulos, CEO of Integrated Management Systems (IMS) Hong Kong
After completing his training in M&A at Skadden Arps, Anastasios founded Integrated Management Systems in 2016 and played a key strategic role in positioning the company as one of the leading Digital Transformation Agencies in Hong Kong.
Combining his experience in M&A and Tech, Anastasios founded IMS Digital Ventures, the innovation, incubation and investment arm of IMS and Hong Kong’s first corporate venturing firm that launches and invests in disruptive businesses with Asia’s largest corporations.
Anastasios read Law in France and in the UK and holds a Management degree from HEC Paris
About Integrated Management Systems (IMS) Hong Kong
Integrated Management Systems (IMS) is Hong Kong’s leading Digital Transformation Agency, offering technological solutions for data-driven strategies that transform businesses. IMS helps clients to build, manage, monitor, and analyse an integrated, cross-channel platform to provide a seamless customer experience, maximising ROI and market potential.
Services span marketing automation & CRM, digital transformation, data analytics, and omni-channel marketing strategies and execution.
IMS DV is the venture capital arm of Integrated Management Systems. By leveraging state-of-the-art technology, the team at IMS DV is able to navigate industry change and help companies adopt disruptive business models while sharing the risks and upside through corporate venturing.
Working with Asia’s most influential corporations and visionary entrepreneurs, IMS DV catapults visions into viable businesses through sustainable and resourceful digital solutions.
