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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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Why is Omni-channel marketing so important? 

Omni-channel marketing provides a seamless experience, regardless of channel or device. This allows customers to engage with a company in a physical store, a website, mobile app or social media.

With more than 600 million internet users and more than $US899 billion in online spending, China is the world’s biggest online shopping market and one of the most digitised countries. As the e-commerce market continues its meteoric rise, it's now more important than ever for businesses to implement omni-channel marketing strategies that deliver a consistent experience across online and offline platforms.

Whether it’s insurance or luxury brands, the omni-channel marketing experience is essential for businesses looking to thrive in China.

A look at the e-commerce landscape in China today

A report by EY found that in 2010 only 23 per cent of China’s urban population shopped online. Last year, China’s consumers accounted for 42.8 per cent of the world’s e-commerce sales and this is projected to rise to nearly 60 per cent in 2020 – almost triple what it was a decade prior.

The increase in smartphones in China has contributed to this growth in e-commerce. The same EY report found that in 2014, there were more than 780 million active smartphone users across the nation, and around 25 per cent of customers made purchases through their mobile phone on a weekly basis. Even in rural areas, which have less than 20 per cent internet penetration, more than 60 per cent of consumers are e-commerce users.

Tips on creating a successful omni-channel marketing strategy

Given the prominence of e-commerce in China, it’s essential to have a strategy in place that creates a seamless experience across third-party websites, your own website and any bricks-and-mortar stores you may have.

If you want to implement an omni-channel marketing strategy for your business in China, here are a few tips to help it thrive.

1. Be on third-party websites, but do it well.

China’s top 10 favourite websites are all e-commerce sites – including TMall, JD, 51Buy and Amazon China. In order to reach the maximum number of consumers, it’s important to be on third-party websites. To protect your own brand identity and image, it’s vital to collaborate with third-party providers to make sure your brand’s merchandising, pricing and product descriptions are consistent with your other sales channels.

2. Ensure a consistent customer service experience.

As customers access your business through multiple touchpoints, it's essential that their experience is the same no matter where they go. Whether a customer orders from TMall, receives their product from a third-party delivery company or complains over the phone, it’s imperative they receive the same level of service to avoid conflicting experiences with your brand. To do this, identify the key touchpoints with customers in your business, and focus on creating processes and controls to ensure these experiences are up to your business’s standard. It doesn’t hurt to try a mystery shopper either, to help you identify any holes.

3. Focus on the data.

Consumers behave differently on third-party websites than they do in stores, over the phone and at an online store. In order to ensure you’re getting the most out of your different sales channels, dive into your data to see which channels are performing best and where further investigation or improvement needs to be made. Key insights to look for include abandoned shopping carts on your own website versus on third-party websites, which products are popular on different channels, satisfaction rates and exchanges or returns on third-party sites versus your own.

Ultimately, China’s growing e-commerce market holds an incredible amount of promise for local and global businesses.

With the right omni-channel strategy and attention to market innovations, businesses stand the best chance of capitalising on the booming online shopping industry.

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Many organisations know stakeholder engagement matters, but turning that knowledge into an approach that consistently works is another story. At the recent webinar How to Master Your Stakeholder Strategy, leaders from Meridian Energy, the Victorian Department of Families, Fairness and Housing, and Isentia shared lessons from the field on what meaningful engagement really looks like.

Know who your stakeholders are

Stakeholders aren’t just on the periphery. As Mandy Griffiths from the Victorian Department of Families, Fairness and Housing explained, they are “the people who really have a great influence on whether the things that you’re working on or decisions you’re making are successful or not.” Internal stakeholders can be just as critical as external ones, especially in large organisations. Choosing terminology that reflects value and honesty helps too: her team prefers “critical friends” because it signals both importance and the possibility of differing views.

Build trust with evidence

Phil Clarke from Meridian Energy described how evidence can guide engagement strategies. By surveying 500 stakeholders mid-way through a two-year project, his team gained clear insights into what drives trust. This evidence-led approach, he says, “gives teams effectively a cheat sheet for what they need to do to build trust among their stakeholders.” Starting with data rather than assumptions helps teams focus their efforts where it matters most.

Learn through listening

Complex situations, like the pandemic, show why humility and iterative learning are essential. Mandy recalled that asking communities directly about their needs often revealed challenges her team hadn’t anticipated. “So many times we went in thinking we knew what the biggest pain points were, and it turned out to be something else entirely,” she said. Taking the time to listen ensures effort is spent on the right priorities.

Measure, adapt, and personalise

Measurement underpins high-performing strategies. Ngaire Crawford from Isentia stressed that “late teams don’t guess, they measure,” from establishing baselines to tracking engagement and adapting based on what the data shows. Effective strategies also go beyond simple demographics, grouping stakeholders by motivations, concerns, influence networks, and communication preferences. Closing the feedback loop is crucial: “Stakeholders who feel heard are the ones that are most likely to become advocates,” Ngaire explained.

Key takeaways

• Treat stakeholders as central, not peripheral.
• Use evidence to understand trust and guide decisions.
• Listen first, act later, assumptions can mislead.
• Measure and adapt continuously.
• Personalise engagement based on motivations, not just demographics.

The common thread from the webinar: engagement works best when it’s informed, iterative, and genuinely centred on the people involved.

Watch the full webinar here, or contact our team to see how Isentia’s SRM solutions can help you achieve your stakeholder goals.

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During reputational crises, many brands find themselves pressed into strategies that are entirely reactive. However, a better understanding of a brand's audience and stakeholders – how they communicate and what they value – would empower brands and the teams running their messaging to respond more authentically, helping comms land in the right way at the right time.
With AI content taking over audience news and social feeds, brand leadership must invest in creating a framework that actually measures authenticity.

Prashant Saxena, VP of Revenue and Insights, for Isentia (SEA region) in his research paper on "Authenticity in the age of AI" has identified cues or signals that audiences subconsciously look for when identifying if a social post is written by a human or virtual influencer. Understanding these cues gives brands and PR leaders a much needed manual or playbook that guides them with the content audiences expect to consume. These equip us with a practical roadmap with clear implications for AI governance and digital literacy amidst the workplace and audiences.

Why is authenticity in crisis?

Cues in action

Audiences are more alert than ever to signals of what feels genuine online. These subtle markers, from factual accuracy and cultural relevance to tone, consistency, and timing, influence whether people trust a brand’s message, engage with it, or scroll past.

Our analysis of leadership posts on social platforms reveals a pattern. The more authenticity cues a post displayed, the higher the engagement it received. It’s not about relying on one signal but about layering multiple ones together. Posts that showed identity, accuracy, emotional expression, and consistency outperformed those that didn’t. For brands, this insight offers a practical takeaway. Every post can be tested against these cues. The closer the content aligns with them, the more likely it is to spark meaningful engagement. When conversations are filtered through these markers, the most valuable audience feedback comes into focus, the kind that helps brands adjust strategies and connect more deeply with people.

Looking at how tech leaders post on LinkedIn shows just how powerful authenticity cues can be. Piotr Skalski’s celebration of hitting 30,000 GitHub stars combined identity, visuals, community validation, and more - and it drew the highest engagement. Tay Bannerman’s post leaned on accuracy, cultural insight, and emotion, earning slightly less traction, while Oliver Molander’s take on ChatGPT carried fewer cues overall and saw the lowest engagement of the three. This comparison highlights how posts with a richer mix of cues tend to resonate more, while those with fewer signals struggle to spark the same response.

Authenticity isn’t one-dimensional. It’s built from many layers, and brands that balance the scale and efficiency of AI with recognisable human signals will stand out. Those who manage both can achieve more by building trust, relevance, and long-term human connection. Ching Yee Wong, VP of Communications, APEC at Marriott International said, "AI can enhance planning and recommendations, but the human element remains central to the experience. Technology supports efficiency, while cultural sensitivity and personal care must remain human-driven."

How the launch of Chat GPT-5 did not conform with audience expectations

The GPT-5 launch was not the best. The expectations were so high, that audiences knew it was bound to disappoint. Why was it not up to mark? The online vocal users of a brand are the spokespeople that the brand did not choose. These audiences are loyal users of the product and in exchange, they expect that the brand provide them with what they need. The monetary aspect becomes irrelevant if the brand delivers.

When OpenAI launched GPT-5, many long-time users felt let down. The decision to merge earlier models into one version was seen by some as a cost-cutting move, and the disappointment was loudest among the platform’s most loyal audience. Running these reactions through our authenticity cues showed a clear gap in cultural relevance. The release didn’t reflect the expectations or norms of its most vocal users. That’s an important lesson for brands and leaders - audiences want to feel heard. The best way to achieve that is by analysing online conversations through these cues, which can reveal what people truly expect and guide how to respond.

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Interested in learning how Isentia can help? Fill in your details below to get access to our latest Authenticity Report and read more about our cues designed to measure brand authenticity.

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