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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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In a post-AI world where misinformation spreads faster than facts, trust in leadership has hit an all-time low. According to the latest Edelman Trust Barometer, we are witnessing a steep decline in how much the public trusts CEOs and institutions. So, how do leaders rebuild that capital?

In a recent webinar hosted by Isentia, we explored the critical role of authenticity as the pathway to trust. Moderated by Paik San, Head of Insights (Malaysia & Emerging Markets) at Isentia, the panel featured Kim Dy, Head of Brand & Communications for UnionDigital Bank, and Malathi Pillay, Director of Brand Equity & Communications at Malaysia Rapid Transit Corporation Sdn Bhd. Together with Isentia’s Prashant Saxena, VP, Revenue and Insights, SEA they unpacked how brands can navigate a low-trust environment by being human, consistent, and genuinely empathetic.

Here are the key takeaways from the discussion.

1. Authenticity is currency and trust is wealth

Prashant Saxena kicked off the session by grounding the abstract concept of trust in a practical framework. He noted that while trust is the ultimate "wealth" a brand possesses—protecting it during crises, authenticity is the daily "currency" one must invest to build that wealth.

Isentia’s data suggests that many leaders suffer from an "Authenticity signal poverty"—posting content that lacks social proof, information credibility, or cultural fit. To combat this, communication must rely on the "Three Ps":

• Proof: Is the information accurate and verifiable?
• Place: Does it resonate culturally with the specific audience?
• People: Is there endorsed trustworthiness?

2. During a crisis, "glossy" narratives fail

One of the most powerful insights came from Malathi Pillay at MRT Corp, who manages the reputation of massive public infrastructure projects, emphasized that trust isn't built in big moments, but through the consistency of day-to-day behavior. Her advice for staying authentic is to avoid the trap of "motherhood statements", words that don't really resonate with the common audiences.

She explained that stating a vision like "transforming mobility" is often lost on the audience. To make the brand promise authenticity, one must provide context.

"We always try to support our messaging with specific examples... We talk about that university student that lives in Kajang, who is now able to get to his university in Kota Damansara in one smooth ride within 45 minutes." — Malathi Pillay.

By grounding the narrative in specific, relatable human benefits, like saving time or creating local jobs, brands can bridge the gap between corporate goals and public reality. She also mentions how misinformation does not always have to be dealt with bold statements. Quiet corrections also go a long way in maintaining consistency in our media comms.

3. The "human compass" in tech and banking

Kim Dy from UnionDigital Bank addressed the challenge of humanising a traditionally cold and intimidating industry: banking. For a digital bank where customers may never speak to a human, the brand voice must do the heavy lifting.

Kim introduced the idea of a "human compass"—a framework ensuring every notification, app interface, and social post is helpful, clear, and optimistic.

"People trust people, not logos. Authenticity means speaking the language of your customers, and staying away from jargon in an industry that is unwelcoming and very intimidating." — Kim Dy

She shared a real-world example where a deepfake of a brand ambassador surfaced promoting gambling. Instead of hiding, the bank acted with speed and transparency, proving that trust isn't built in good times alone, but is earned by how you face problems head-on and when audiences actually see the steps taken to better the brand's reputation and earn back trust.

Both panelists agreed that the role of a leader has shifted. In the past, authority meant firmness. Today, authority requires empathy.

• From the public Sector: Malathi noted that when leaders address concerns (like project costs), they must validate the public's anxiety first before diving into technical explanations. "Empathy must always come before explanation," she advised.
• From the private Sector: Kim argued that authority doesn't mean being the loudest voice; it means being the most responsible one. She encourages leaders to move away from corporate scripts and share personal reflections to cut through the noise.

4. Balancing AI speed with human sincerity

As the panel concluded, the conversation turned to the role of AI.

Prashant highlighted a "speed vs. sincerity" dilemma facing modern communicators. His solution was to let data provide the authority, but let leadership provide the empathy. Malathi added that while AI is a tool we all use, leaders must have the discipline not to let it replace human judgment.

In her closing remarks, Paik San summarises that the secret to building lasting trust is coherence. It is the alignment of what you say, what you do, and how you make your audience feel over time.

Whether you are managing a digital bank or the infrastructural capabilities of public transport, the rules of engagement have changed. In a noisy world, the most cutting-edge strategy a leader can employ is simply being human.

---

Interested in viewing the whole recording? Watch our webinar here.

Alternatively contact our team to learn more insights into authenticity, leadership and why trust is on a decline.

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Ngaire Crawford, Director of Insights, ANZ

In leadership meetings across the industry, a single question has become unavoidable: "What is our AI strategy?" Behind this question is often the unspoken hope for an "AI Easy Button": a mythical, one-click solution to our most complex measurement challenges. As someone who spends a large portion of my time designing these new frameworks, I'm infinitely more excited about the blueprints and the foundations than what colour the house is painted.

For the first time in my career, we have the tools to stop using proxies and start building what we've always wanted: true, at-scale, sophisticated measurement. The real opportunity isn't in automation, which lets the AI decide;  it's in the architecture and design of systems for the AI to follow. For decades, I’ve been frustrated by proxies. I’ve watched organisations use metrics like Impressions and Share of Voice as proxies for impact and influence. Too many people have been measuring the loudness of their voice, not whether anyone was actually listening.

Much of the history of communications measurement has been a story of 'good enough' data. And in some cases, data that wasn't even good at all (*cough* AVEs). 

Why a blueprint still needs an architect

But before we can harness the potential of AI, we have to be honest about the technology and tools we're working with. As anyone who's ever used a "smart" tool knows, they can be... well, confidently wrong.

The new challenge isn't just "Garbage In, Garbage Out." The new challenge is that the AI has become a high-speed, frighteningly convincing echo chamber. When a machine delivers a flawed insight, it does so with the resolute certainty of a supercomputer, laundering that flaw into a "fact."As architects, our job is to audit the blueprints and stress-test the materials before we build the house. When my team and I test these models, we're not just looking for what they do right. We're methodically hunting for where they go wrong.

Where we continue to see a critical need for human intervention and expertise:

• Context Blindness: AI is a brilliant pattern-matcher, but it has limited real-world context and struggles to identify the intent of what’s being analysed. It can miss the nuance of language, the authority of a source, or whether something is fact or speculation.
• Language Bias: This is my personal favourite and takes a few forms. AI is trained on text, but it isn't (yet) trained on human subtext. This can look like missed nuance for slang used by younger audiences or emerging shifts in the meaning of language. Models are ultimately impacted and biased by their training data, so this can also mean larger systemic biases are amplified and not appropriately interrogated.
• Viewpoint Collapse: While AI can sometimes get locked into a perspective based on its training, it can also collapse multiple, distinct viewpoints (like a speaker's sarcastic intent vs. the literal text) into a single, flat monolith. This drastically changes the outcomes of your analysis and ultimately the understanding of your audience.

This is the methodical, behind-the-scenes work that often goes unseen, and it is the crucial due diligence needed. It’s not as flashy as writing a press release faster, but it’s the only way to build a tool you can actually trust to make a strategic decision.

New tools, same bedrock principles

This testing isn't just about finding technical bugs or funny hallucinations. We’re testing these new AI models against the foundational, hard-won principles of communications measurement that our industry has spent years formalising.

AI is an incredibly powerful new tool, but it doesn't get a free pass. It still has to follow the rules of good measurement.

• Measure outcomes, not just outputs: This has always been our goal. An AI-driven approach that only counts outputs (like mentions or sentiment) 1,000 times faster is still just a faster measure of noise. It doesn't tell you if a single mind was changed or a single action was taken.
• Demand transparency: A metric is useless if you can't explain how it's calculated. This is my biggest critique of the current "plug-and-play" approach to AI. If a vendor provides a proprietary 'Reputation Score' of 7.2, and they can't (or won't) tell you the formula, it's not a metric. It's marketing.
• Link activity to business objectives: This is the most important rule of all. The only reason to measure is to inform a strategic decision that ladders up to a business goal. A tool that just produces data, but no clear insight linked to your specific objectives, has failed.

When we stop seeing AI as a magic box and start seeing it as a powerful, scalable engine, one that we must build and steer based on these principles, then it becomes truly transformative.

The payoff: the tools are finally catching up to our ambition

A new frontier of opportunity is here. Such as the capability to move from being reactive to being predictive, and it takes careful design to get this right. Our traditional analysis has been brilliant at explaining what has just happened. Now, as architects of these new systems, we are building and testing AI models that can scan the horizon for the faint signals that precede a major narrative shift.

We can empower movement from broadcasting and the old spray and pray approach; to precision, deliberate engagement of stakeholders and audiences. This is another area where the craft of measurement design is essential. AI gives us the power to see the micro-communities and specific, high-authority voices that actually shape opinion. The work is in designing the models that can identify them accurately.

Finally, we can (at last!) move from quantifying to qualifying at scale. For me, this is the most exciting and complex challenge. For 20 years, I’ve had to choose: a large-scale quantitative study (which missed nuance) or a small-scale qualitative review (which couldn't be scaled). As architects, we can now design frameworks that don't just give a "positive" score but confirm that a specific strategic message landed, with the right audiences, and in the intended context.

That is the opportunity. It's not magic. It's the methodical, patient engineering we've been waiting for. It’s the difference between a "plug-and-play" gimmick and a truly strategic asset. The real payoff isn't just faster reporting, it’s about fundamentally upgrading behaviours and expectations of measurement. This isn't an overnight shift. As any research leader will tell you, a new methodology takes time, testing and refinement to get right.

The future we've been waiting for

For my entire career, we’ve been strategic thinkers working with tools that could only show us the past. We were forced to be historians, meticulously analysing what had already happened to predict future behaviour. The key to using this new, complex technology effectively is; strong communication, articulation and critical human thinking. The power of any AI is unlocked by the quality of the question you ask it. It's a system that rewards clear, precise, and strategic language.

This is a massive homefield advantage for communicators, who have spent their entire careers honing the exact skills required to be the architects of this new era. The AI we are using today is the worst it will ever be. It will only get better, faster, and more capable from here. This is what's so thrilling, and it's just the beginning. This new generation of AI driven approaches doesn't replace our intuition, it amplifies it. As communicators (and researchers!) this is the moment to level up. We get to be the explorers and the strategists who connect communications directly to business, policy and societal outcomes. 

We're not just building better measurement and deeper insights; we're leading a more intelligent, more responsive and more impactful profession. What an incredibly exciting time to be in this industry.

Ready to be the architect of your own measurement strategy?

To learn how to build the right KPIs and tell a compelling story with your data, register for our live webinar:

• Topic: Making Communications Count: Build your KPI confidence and storytelling"
• Date & time: 12 November, 11am AEDT/ 2pm NZT
• Hosted by: Ngaire Crawford, Director of Insights for ANZ, Isentia.

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