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Another year draws to a close and 2018 fast approaches, but it's business as usual at Isentia offices across the globe. Mediaportal is now available in Korea and Taiwan, and Asia Pacific continues to be a highlight for Isentia’s Media and Intelligence business.

We spoke with David Liu, Chief Executive, Asia, and Sean Smith, Chief Executive Media & Intelligence, to get their insights on how Isentia will continue their expansion into Asia.

Isentia's growth in Asia Pacific has been positive for the business for some time. With the recent launch of Mediaportal in Korea and the addition of Taiwan to the portfolio, can you share your thoughts on the journey in Asia so far?

David: From my point of view, if any company wants to launch in a new country, the key is a flagship brand, or product. What we would like to see is Isentia moving from more than just a company name but to a strong and recognisable brand. The exciting aspect about our future in Asia now is that we have a product that can really help us to build our presence in the market. The launch of Mediaportal in Korea and Taiwan really marks the beginning of a new chapter in the launch of Isentia in Asia.

Mediaportal is a very powerful tool that provides a lot of clarity to our clients on what our capabilities are. Anybody can say ‘we monitor media’ but with Mediaportal, what we can do means so much more and it’s going to make it easier for us to continue to build the brand in the region.

Especially with the capabilities Mediaportal brings:
• Metadata applied to local sources
• Multilingual content when it’s available
• A user interface in English, Korean and Traditional or simplified Chinese

Having this portal in very unique countries like Korea and Taiwan, where the media landscapes are not in line with any other international market, gives us the insight and confidence to expand our services further and faster. As a business we haven’t actually changed anything that we can do at the core, but it’s much easier for the team to tell the story of what we can help clients achieve.

How have clients received Isentia’s new product offering in Korea and Taiwan?

David: The reception in Korea has been incredibly positive. The fact is, the decision making processes in companies in these markets are typically longer than most countries, so there’s still a lot of opportunity there for us to sign on more clients than we already have. I’m confident it’s going to be a real breakthrough for us.

Taiwan is just as promising! We’ve recently launched and already signed our first round of clients. They’re coming over from competitors after seeing a demo of a prototype. So you can see that there was already a buzz building there. Of course, the client services team are really excited about Mediaportal, too.

Sean: The other key point to add to this is that this is the first time we’re taking a single platform approach to Asia. We’re simplifying what we do by retiring a series of smaller platforms and outputs & providing a superior, whole-of-company approach. In doing this we will give our clients the best media intelligence service and make it more seamless to our clients to go get regional or global servicing.

The important thing to emphasise again is that we’re delivering a Mediaportal experience which has been adapted to the client needs of each market. Mediaportal will have a multilingual UI and be able to receive content and data from any Asian language.

Sean, I know you’re heading over to Hong Kong and China really soon, can you tell us a bit more about what that trip will entail?

Sean: My time in Hong Kong and China will focus on getting both these markets ready for Mediaportal. There’s a big change management process that David and I need to work through in order to enable our teams and ensure a successful release of Mediaportal.

Launching in Korea and Taiwan was exciting because both were new markets, and there was no legacy to contend with. This isn’t the case when we go live in Hong Kong and China. We’ll introduce a new platform, and a key challenge will be enabling our people and clients so that Mediaportal is easy for them and improves the service. We already deliver the market leading media intelligence service in Korea, Taiwan, Australia and New Zealand. We now want this to be the reality in Hong Kong and China.

So we are coming together to build the internal culture and knowledge. What David brings is the skills, expertise and leadership in doing business in Asia, while I bring my experience in Media and Intelligence – we meet in the middle and will work towards a shared goal of releasing Mediaportal in Hong Kong and China and all other markets. Isn’t that the plan David?

David: [laughter] We’re really happy with the way we have structured this because what we have is someone who really understands Mediaportal through his experience and leadership in Media and Intelligence. The support in implementation, positioning and communicating the value of Mediaportal is fantastic and will really help our teams to expand their knowledge.

As we see digital connectivity continue to grow across the region, it’s easy to see the potential in this diverse and unique region. What’s your take on the media landscape and the growth in Asia Pac.?

David: Well as you you’ve already pointed out, the landscape has been rapidly changing and becoming more digitized. I think the difference in Asia is that the capturing of data is actually easier than before because there is less print (print media requires more complexity to capture and costly) and maybe less in broadcast. A notable change in the media landscape is that there is more online news and social –with the digital growth, everything is moving on to the cloud. If you’re not using a platform with the power of the cloud, how will you contain all the data?

Another key point, as well as fast paced growth, is the demographics across the Asian population. For the most part, it is a younger subset. For example the median age of the Vietnamese population was 30.4 years in 2015. This has a big impact on the adoption curve to digital and how media is consumed now and into the future.

What does it take to succeed? And what can we do to bring all that together?

Sean: We know Mediaportal is a great product and that our clients in other markets use it successfully every day to help manage the media and stay informed. Getting the change process right will be critical. We need to make sure our people become experts at using Mediaportal and understand how to show case to our clients so that they can see the benefits it will bring to them as professional communicators.

Secondly the media market is very different in Asia, not just as a region, even as we look country to country. As David has pointed out it is more digitally driven – so online news and social media will be key. Isentia has always had depth of content and data and in Asia this will be no different. In addressing this, we have got to be smarter – the volumes of data in Asia are infinitely bigger. Managing volume and noise for our clients is that we do, by getting the relevant sources to our clients at the right time.

Can you outline what each of you view to be the key competitive advantages that Isentia have over other key players in market?

Sean: We have the greatest reach and can provide our clients with the relevant content and data that they need to stay informed. We do this through a single platform (Mediaprotal) and clients can access this through the web, mobile apps or any device. Importantly Isentia monitors any media type - whether it is print, broadcast, radio or online news - we cover it all. Our clients will have the confidence that they are fully informed. This is unique, as what I see of most other players in the market is they only cover one or two media types.

Another key difference is what Isentia does with all that content and data, through our relevance engines. We make sure that we get the right information to our clients at the right time. We shield them from the noise!

Lastly, it is the strength of our people, we are local and operate in every country. Our teams will understand the media landscape and clients in each country individually.

How do you both collaborate and come together to bring some of Isentia’s strategic objectives to life?

Sean: We talk all the time! We have regular meetings and when needed I spend time in Asia. We stay connected and touch base on all the important points and have very open and robust conversations about what we need to do.

Again, we both bring different strengths to this partnership. David has the Asian knowledge, like people and sales, whereas I bring a range of experience across media intelligence, and that’s how we build a better business.

David: I think we have only one goal and is to make sure that we deliver the best client experience – that is how we really grow Isentia. We understand the client needs locally and I think Sean and his team contribute different industry knowledge and product insights so that our teams can deliver.

“Powered by Technology. Inspired by people” – What does this mean to you?

David: We’re in the business to help clients solve problems. We need our people to understand the client problem and the approaches we can take to help them solve it. But when it comes to implementation, we need technology to help with the complex media landscape world. I doubt any company successfully performs without technology and people going hand in hand.

Sean: I think it’s getting the best out of both. Our service is powered by technology, especially when you talk about the scale and volumes we now encounter. Our people help guide our clients through that busy 24/7 media landscape, and add value to what technology cannot already do.

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Earlier this year, Kris Wu, 27, a Chinese singer and actor made history by becoming the first artist from mainland China to perform at the Super Bowl. The NFL also named him official Super Bowl LII ambassador for China. As one of the most influential young celebrities in China, Kris is also the first non-British brand ambassador for Burberry, and ambassador for the 2017 NBA All-Star Game in New Orleans.

To target the world’s most populated market and to be better engage with over 200 million millennials in China, more and more multinational brands are collaborating with young Chinese celebrities.  Especially those with high commercial value and significant social media influence. For example; Michael Kors partnered with Yang Mi, while Bally is working with Tang Yan, and Lancôme choose Zhou Dongyu as a brand ambassador.

Isentia’s recent social media analysis report “The hottest young Chinese celebrities that luxury brands should be following” reveals some of China’s young rising stars that may be next on the brand collaboration watch list, given their commercial value, reputation and highly visible lifestyle.

Download the full report now or read on for a sneak peek!

Case study:

SK-II partner with Leah Dou （窦靖童）

Leah Dou, born in 1997, is the youngest brand spokesperson for SK-II. Known for her rebellious, edgy but also cool attitude, including a distinctive chin tattoo, Leah is somewhat of a departure from the Japanese skincare brands traditional brand representatives.

As the daughter of China’s famous musician Faye Wong and Dou Wei, Leah is a unique Chinese celebrity and according to Isentia’s analysis, after a month from the launch of the “Your statement, your bottle” SK-II campaign, it contributed to 21% of SK-II’s social buzz.

In the past two years, SK-II has increased its marketing efforts in China by leveraging e-commerce and social media tactics crafted for the local market. SK-II’s Changing Destiney campaign has successfully aroused resonance among the Chinese consumers, and sales roared 50% in 2016 from April to December.

Tinna Nien , SK-II’s senior PR manager said in a media interview that to quickly adapt to the China market demand and tap into the millennial consumers, SK-II works with Leah to create diverse brand images, as she is not just represents young consumers but also symbolizes independent values.

However, the collaboration didn’t work for everyone. According to Isentia’s social media analysis, netizens expressed an ambivalent view on choosing Leah Dou as a brand ambassador as they felt she wasn’t a ‘right match’ with the brand.  Sentiment then hit bottom and also triggered discussion around the push to be ‘younger’ and label those over 25, unmarried to be ‘leftover women’. Large amounts of Key Opinion Leaders (KOLs) however continued to blast positive articles and posts towards the SK-II x Leah Dou collaboration and KOLs followers expressed supportive opinions. The sentiment peaked and lasted around 10 days. Over 114 KOLs leveraged for promoting #‘生而由我，从心所欲BE THE PERSON YOU DECIDE TO BE #, SK-II seamlessly leveraged the KOLs to promote Tmall, Duty free and offline promotions.

China’s top rising stars:

So who are the ones to watch?

The raising social media e-commerce and fan economy creates a new direct-to-consumer model that enable brands efficiently convert the leads. In Chinese, people call the celebrities who are good at promoting and selling products via social media to their fans ‘Dai Huo Huang Di or Huang Hou’ (King or Queen of product sales). According to Isentia social media analysis, the brand or event co-mentions ratio of King or Queen of product sales could up to 20% to 40%.

Using our powerful media listening tool, along with bespoke framework and extensive keyword iteration list, Isentia’s award winning media analysis team identified the latest popular influencers based on real data and their ability to impact sales through brands collaborations.

Celebrities born after the 1990s have become popular on Weibo since they garnered high buzz volumes thanks to TV dramas and shows. “孟子坤 Meng Zikun”, “周震南Zhou zhennan”, “马伯骞 Ma bosai” and “赵天宇Zhao tianyu”, were all known thanks to the TV show “The coming one” (明日之子.

 To view the full celebrity rank and download the full report, please visit:

https://www.isentiawire.com/white-paper-download-the-hottest-young-chinese-celebrities-that-luxury-brands-should-be-following/

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Australia’s upcoming social media ban for minors hasn’t been primarily driven organic debate. Instead, it’s unfolded through a deliberate, tightly paced sequence of government-led communications, each phase designed to build momentum, secure legitimacy, and keep control of the public narrative.

What we’re seeing in the media data isn’t a spontaneous rise in interest, but a pattern of spikes that line up neatly with major government moments. Each one serves a purpose in a broader narrative strategy, and each reveals something about where the public conversation is heading next.

The rollout of Australia’s social media ban has followed something of a three-act script. It really began on the world stage, with Prime Minister Albanese’s UN address framing the policy as a “world-first” and earning global praise that positioned Australia as a leader rather than a legislator under pressure, a narrative heavily amplified across bulletins nationwide. Momentum built when Denmark echoed the proposal, turning the story from an Australian policy into a global movement and giving journalists a reason to return to it without new domestic detail. Subsequently, the focus shifted home, with the launch of the government’s ad campaign. Coverage has moved from delivery to confirmation, from diplomacy to daily life, embedding the message of child safety through stories designed to connect emotionally with parents before the ban takes effect. 

Media coverage of the social media ban is being driven by a hierarchy of voices. At the top are the political architects, Anthony Albanese and Anika Wells, who account for 68% of all quoted commentary. Their dominance reflects a message tightly controlled from the centre, with each public appearance designed to reinforce authority and focus the debate. eSafety Commissioner Julie Inman Grant follows as the enforcer, providing regulatory credibility and keeping the story alive through ongoing updates and meetings with tech companies.Around them, Emma Mason’s personal story gives the policy its emotional weight, while expert voices like Dr Jason Nagata and Mitch Prinstein lend scientific legitimacy. Counter-voices such as Patrick McGorry are present but faint, just 1% of total commentary. Together, these strands create a coordinated ecosystem where political leadership, regulation, expertise, and emotion work in unison to sustain a single, dominant narrative.

The next layer of coverage reveals how the story’s momentum is being sustained, not just by government messaging, but by the constellation of organisations caught in its orbit. Meta, Google, TikTok, and Snapchat remain the gravitational centre of the conversation, collectively shaping more than a thousand mentions each. They are the policy’s focal point and the media’s shorthand for what’s at stake. 

Stories about ministerial meetings, enforcement challenges, and pleas for exemptions ensure these brands stay in the headlines, but on government terms, framed as subjects of regulation rather than equal participants in debate. This has also surfaced one of the key underlying questions: Will the ban actually work? There is a significant narrative thread focused on the practical challenges of enforcement, with YouTube widely quoted in the media as saying the ban is "'extremely difficult' to enforce". 

With the media also reporting that the government will rely on "artificial intelligence (AI) and behavioural data to reliably infer age" rather than hard age verification, the public is left asking: If tech giants say it's unenforceable and teens are already finding ways around it, what will this law actually achieve? 

The eSafety Commission anchors the enforcement narrative, while the European Commission’s support sustains the “world-first” framing abroad. As the scope of the ban widens, platforms like Roblox, Discord and Reddit have been pulled into focus, signalling how the policy, and its coverage, keeps expanding. This has forced the core question into the open: What is a "social media platform" in 2025?

Although the government’s narrative still dominates, a set of counter-stories is emerging, focusing on the policy’s real-world consequences. Central to these stories are concerns about young people losing access to vital online connections, particularly among regional or marginalised communities. Advocates for the LGBTIQA+ community and youth mental health experts like Professor Pat McGorry argue that the ban could isolate teenagers who rely on online spaces for support, and entrepreneurial opportunities. Other reporting has questioned the reliability of AI-based age verification, the volume of data collected, and the risk that well-intended rules might backfire, creating unintended consequences that contradict the policy’s goal of child safety. These counter-narratives remain smaller in scale than the dominant political messaging, but they cut through because they frame the debate around everyday impacts rather than top-down authority.

A particularly visible strand of coverage centres on the unclear definition of “social media” in the legislation. While the public typically thinks of platforms like Instagram and TikTok, the law’s wording has forced a broader debate that draws in platforms such as Roblox, Discord, and Steam. The eSafety Commissioner’s proactive enforcement measures have highlighted these regulatory ambiguities, prompting media to question whether platforms with different primary purposes should be included and whether the policy might trade one harm for another. Discord drew attention following a poorly timed data breach, which the public and media linked to potential ID theft risks. These reports show how regulators and secondary players can keep the conversation alive, highlighting risks, opening new angles, and forming alliances that complicate the policy debate. A notable example is YouTube’s effort to argue it should not be classified as a social media platform, citing the platform’s role in launching careers like Australian artist Troye Sivan as part of a broader cultural and creative ecosystem.

Together, these stories illustrate that while the government controls the main narrative, emerging counter-voices are beginning to shape the media conversation in ways that emphasise practical and social realities.

Learn how Isentia helps comms teams manage media coverage and public opinion around major policy changes.

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The global landscape of Muslim travel has fundamentally changed in the post-pandemic era. We are no longer talking about a niche market but about a dynamic, rapidly expanding demographic reshaping global tourism. We recently worked on a co-branded report with Have Halal, Will Travel (HHWT), which included an analysis of 1.4 million data points on mainstream and social media sources in the APAC region from 1st November 2024 - 31st August 2025 to a significant shift in modern travel. Asia has emerged as the new epicentre for travel conversations, surpassing the Middle East. As countries seek to attract this market for economic growth, especially amid declining tourism from other regions, the space has become crowded. For brands and destinations looking to capitalise on the right audiences, superficial efforts are no longer enough. Being authentic is the crucial currency in this new world.

Prashant Saxena, VP of Revenue and Insights, for the SEA region presented this report at the Have Halal, Will Travel Deep Dive session on "Brave New World" that saw PR & Comms and marketing folks from airlines, hotels and tourism boards interested to understand what the latest travel insights are and why Muslim travel is surging. We interacted with the attendees at our booth to introduce them to our media monitoring and audience intelligence capabilities.

Walking the talk: building culturally inclusive infrastructure

Destinations and brands are "walking the talk" by moving beyond marketing campaigns to tangible, on-the-ground investment. Nations are actively developing Muslim-friendly infrastructure, including airlines, hotels, and payment platforms, to cater to this influx of travelers. This does not mean providing only basic services, but rather aiming to be as culturally inclusive as possible by embedding Muslim-friendly considerations into the travel experience. This is also in part exacerbated by the decline in Chinese travellers to Southeast Asia, which has led to nations in this region attracting Muslim tourists and looking at them as the best option, seeing how much of a muslim crowd there already is domestically.

For example, Vietnam is building a comprehensive Halal tourism ecosystem with the goal of establishing Muslim-friendly zones in its capital by 2030. Similarly, the Philippines has rolled out halal-accredited establishments and essential services like healthcare and finance , while Australia is mainstreaming halal food alongside other ethical/lifestyle choices like 'vegan' and 'gluten-free'. This changes the narrative, showing a deep commitment that resonates far more powerfully than a simple welcome.

Owning the narrative by navigating traveller concerns

The necessity is for brands and tourism destinations to take control of the story, even when there are issues. The opportunity is immense, but travellers are acutely aware of challenges. Conversations around rising costs and scams have dominated online discussions, particularly in Southeast Asia. Countries like Malaysia and Turkey have seen negative sentiment due to issues with halal certification and travel scams, which erode trust at a foundational level. In Indonesia, some even link inflation to the regulatory burdens of halal certification on small businesses.

The best way for brands and tourism groups to address these concerns is to clearly explain what they are doing to fix them. Admitting there are problems shows responsibility and helps build trust by proving they listen to travelers. Technology, like apps for faith-based services, is helpful, but it is not enough on its own. They must be backed by transparent action on the ground.

The authenticity playbook: a strategic guide to aid authentic communication

Brands need to understand that in an increasingly digital world, audiences are highly alert to signals of what feels "real". The report introduces an "authenticity playbook" that outlines key cues that shape whether audiences trust and engage with content. The analysis shows that social media posts with more authenticity cues or signals have higher engagement rates.

To make the most of this, brands should create strategies that are both efficient and focus on the human qualities people care about. Communication from brands or leaders should include:

• Cultural anchoring: Brands should do more than just make small gestures. They can offer useful guides for halal food, point out easy-to-find prayer spaces, and highlight truly inclusive experiences. For example, AirAsia understands its audience and operates many flights between countries with large Muslim populations. The airline makes its message clear through special deals, collaborations with influencers, and partnerships with online travel agencies to offer the best packages, while also promoting halal food and Muslim-friendly services.
• Endorsement and validation: Brands should work with trusted Muslim travel influencers and, even more importantly, encourage regular travelers to share their stories and reviews. This kind of social proof is much more believable than traditional ads.
• Consistent voice: Brands need to maintain a reliable, familiar tone across all communication channels. Being consistent shows they are stable and committed, which helps build a strong brand image over time.

The Muslim travel market is evolving with sophistication and purpose. Travellers today are looking for more than just halal food options. They are seeking digital detox retreats inspired by Islamic values, regenerative tourism that supports local communities, and safe spaces for solo female travelers. For destinations and brands, the path forward requires an authentic and strategic commitment. The ones that master the art of genuine connection and consistently "walk the talk" will not only capture a share of this thriving market but will also earn its most valuable asset: trust.

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Interested in learning how Isentia can help? Fill in your details below to get access to our latest co-branded report on "Muslim Travel Pulse: evolving audience perception on Muslim food, travel and trade" and read more about our cues designed to measure brand authenticity.

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