www.pwc.com/digital consulting

Closing the Gap between knowing and doingAsian Business Leaders Guide to Digital Change

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In this report, we draw on research from PwC’s Digital IQ Survey (2014) of 1,500 global companies, including 300 from Asia Pacific (APAC), to understand how businesses in the region are responding to digital change and crucially what we can learn from those that are leading the way.

More than anywhere else, we see mobile and social technologies characterising what it means to be digital in APAC. These investments have been driven by a desire to go where the customer is. Although APAC businesses have chosen mobile as the primary device, for many, they are still designing for “app build” and failing to consider how the unique capabilities of mobile can improve customer experience more broadly. Social stands out as APAC consumers use social networks for influencing purchase decision making. We see lots of businesses engaging across multiple social platforms, however there is also a general lack of understanding about how this is turning into tangible business impact with most organisations still focusing on vanity metrics such as likes, posts or views.

To achieve true bottom-line performance improvement, we believe APAC businesses need to look beyond customer interfaces and consider how digital transformation can be deployed in the organisation itself. In other markets, employee mobility solutions, collaboration tools and productivity applications have been shown to generate dramatic benefits in enhanced connectivity, greater automation and improved responsiveness to changing conditions.

But for all the talk about digital’s potential, the majority of businesses in APAC cite a distinct gap between digital strategy and execution; between knowing and doing. With so much investment focused on customer facing technologies, our research shows businesses need much greater collaboration between the IT and Marketing departments. To do so requires putting customer experience and user design at the center of every decision the business makes.

“Building loyalty and customer relationships through social networks and digital media requires organisational change, user experience design to engage with the customer and the use of analytics to build that relationship”

– Colin Light PwC Digital Consulting Leader

China and South East Asia

2Closing the Gap between knowing and doing

Hear digital practitioners sharing insights on how Asiapac businesses can turn digital strategy to business execution

Shares insights on how companies can integrate digitally-enabled best practices for Asian business model

Talks about how digital tools can help build a sustainable customer journey

Talks about why Asian companies should adopt mobile-first model

Talks how companies can win the war for customers by serving their digital needs from the front to back customer channels

Shares how Asian companies need to embed digital change and practices within the organisational value chain

Talks about how fostering company innovation starts by thinking outside the box

Shares how Asian companies can execute a successful digital strategy

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For businesses today, all roads lead to digital. From business strategy to execution, digital technology and customer engagement has become the number one agenda item for APAC CEO’s. Across industries, the impact of digital is hard to underestimate: changing the way enterprises operate, disrupting traditional business models and dis-intermediating established markets.

89% of APAC businesses say technology is having a major impact on their business

80% of APAC CEO’s cite Technology as a primary force shaping their business

PwC digital IQ survey (2014) PwC 17th annual CEO survey (2014)

89%11%

80% 20%

Which has the highest strategic importance for your business (APAC only)

PwC digital IQ survey (2014)

49% 44% 35% 33% 30% 24% 23% 22% 20% 19%

Social collaboration for customers

Data mining & analysis

Open source apps

PrivateCloud

Mobile apps & tech for customers

Cyber security

Public cloud apps

Digital delivery of products

services

Sensors Data visualisation

Technological breakthroughs have major or moderate impacts on organisation

Others

Cloud, analytics, social and mobile shaping the business technology landscapeCEO’s in the region have begun to think deeply about how they evolve their companies to compete in an increasingly digitally-enabled world and for most part, this has manifested itself in investments in digital assets. APAC businesses follow global trends with Cloud, Analytics, Social and Mobile being described as the most important strategic technologies. Although much hype exists around some emerging technologies like: gamification, wearable computing and 3D printing, these are currently seen as having a much lower importance to the competitiveness of organisations in the region.

4Closing the Gap between knowing and doing

Opportunities for Always-on, Always-connected, Always-with-you

APAC businesses truly adopting a “mobile first” approach With the easy returns from top-line growth diminishing in many markets in APAC, many businesses are shifting their focus to capturing market share. And to this end, APAC businesses have made a big bet on mobile. Consumers in

nearly all APAC countries have embraced the always-on, always-connected mobile environment and have deeply embedded the device into everything they do. Indeed, for markets like China, Indonesia and Malaysia, mobile, particularly smartphones, has become the overwhelmingly dominant channel for users to connect to the world around them. These markets have evolved by going straight to a “mobile first” online engagement model versus the more gradual transition from PCs and laptops which we see in the West.

The rapidly growing base of smartphones and the role devices play within a consumers’ purchase decision making journey make it impossible to ignore. For many consumers, the

journey through the purchase funnel, particularly for research and inspiration is being conducted over the mobile. Google’s “Our mobile planet” (2013) 1 research found that 66% of APAC smartphones used their smartphones to make a purchase in the past month, 9 percentage points higher than their US peers. Deeper analysis into specific countries like: China (77%), Thailand (72%) and India (70%) highlight an even greater potential for mobile. Furthermore, taking a category view identifies how some products and services like: clothing, media and ticketing have shifted from offline, to online and now mobile as the preferred channel for transactions to occur.

Percentage of respondents who have made a purchase using their smartphone in the past month?

Google Our Mobile Planet Survey (2013)

66%

APAC

57%U.S.

77%

China

72%

Thailand

70%

India

What is the primary device you are designing for?

PwC digital IQ survey (2014)

33%32%

33%44%

APAC Global

This overwhelming shift to mobile has not been lost on businesses. According to PwC’s 2014 Digital IQ survey, 67% of APAC businesses are “significantly” interacting with customers using mobile technology, compared to 56% globally. More strikingly, smartphones have also emerged as the primary technology device that APAC businesses are designing for while business in the United States and Europe are still favoring laptop or desktop computers.

1 “Our Mobile Planet”. Google (2013)

“Asian companies should adopt mobile-first model”

– Zia Zaman Chief Innovation Officer

Metlife

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In what ways are you interacting with your customers? (APAC only)

PwC digital IQ survey (2014)

62%

Mobile friendly Websites

54%

Mobile application

48%

Web-based E-commerce

44%

Member web portals

26%

Mobile E-commerce

Recommendations: Benefiting from the mobile opportunity1. Design for mobile first – Most businesses in APAC have made mobile the primary device they are designing for, but the

overall quality of usability and experience still differs widely and response design is still far from norm. Exploiting the full potential of mobile comes from creating highly-personalised, contextually rich experiences based on your knowledge of who the consumer is, what they’re doing and where they are. This is much more than just designing for a smaller screen, but instead enabling customers to fulfill their personal goals.

2. Use mobile to link the physical and digital environment – The link between offline and online has become the focus for many businesses in APAC, particularly retailers. Smartphones can become a key enabler to exploit the innovative technologies like: sensors, mobile-POS or interactive displays which not only allow you to link customer insight from online to offline but also enable a more highly-personalised shopping experience.

3. Storytelling concepts have never been more important and impactful – As the number of ways of reaching consumers increases, and the medium gets more personal and contextually relevant in the form of social and mobile interactions, distinguishing the message, content and brand value through storytelling has never been more important. The fight for Asian consumer loyalty is not just about the innovative use of technology to engage but also about using great creative talent to tell the story of your brand, not just through an advert or promotion, but through a constant digital dialogue with your consumers.

Social has become the dominant platform for influencing APAC consumers purchase decision makingIf the adoption of mobile platforms has been dramatic, the embrace of social in APAC has been meteoric. If we simply consider volume metrics, then two of the top five most populous countries on Facebook are from APAC, with India having 115 million and Indonesia 63 million users on the site. Also if we consider the penetration of Facebook amongst the total population, then Hong Kong, Malaysia, Singapore and Taiwan are some of the few countries to exceed a 50% penetration rate. It would be wrong, however simply to assume that consumers are just adopting Western platforms. The APAC region, particularly China, represents a hot-bet for social innovations with a number of messaging and micro-blogging services emerging to fulfill the unique demands of consumers in the region. These social platforms are now growing to a scale where they are just as large as their Western alternatives.

7 of the world’s Top 15 social media sites are Asian and even international sites have significant numbers of Asian users

Social media sites ranked by Monthly Active Users (MAU)

FacebookYoutube

QQQzone

WhatsappLine

WechatGoogle+

TwitterTumblr

InstagramLinkedin

Tencent WeiboSina Weibo

Renren

13201070

848644

500400396

343271

230200

187182

14355

6Closing the Gap between knowing and doing

Any platforms that command a user base measured in the 100’s of millions will obviously attract interest and investment from businesses but where social stands out in APAC is the way in which consumers engage with the platform for influencing decision making. Findings from PwC’s Experience Radar (2013) study of over 3,700 affluent shoppers in the West against Asia (China, India, Indonesia and Malaysia) reveal how deeply embedded social has become for affluent consumers in developing Asia. Nine in ten shoppers report they are influenced to make purchase decisions by information found on social media (versus approximately 6 in 10 shoppers in the west). 87% report sharing their retail experiences via social media channels (double the percentage in the west). Our research also uncovered just how acutely shoppers in Asia valued opinions online; particularly from celebraties and other key opinion leaders (KOLS). Affluent shoppers were willing to pay up to a 47% premium to access platforms that provide peer or celebrity opinions about apparel. By comparison, shoppers in the West would pay less than half that. Overall, Asian shoppers are twice as likely as developed country shoppers to say they are influenced by celebrity cultures.2

Recommendations: Turning social engagement into business impact1. Gain unique customer insights through social

listening – Successful social media engagement isn’t measured by the number of likes, posts or comments but on the impact it’s having on your business. Social insights and intelligence is one approach that can be used to unlock unique insights to understand the root cause of what is driving consumer behavior or sentiment about your brand. We understand however that many businesses in APAC are already doing social listening but are not translating to business – why? We think too much emphasis is being placed on front-end visualisations instead of focusing on using powerful analytics such as predictive analytics to drive to the root cause and identify business insights that can be converted into tangible changes and most importantly, embedding this insight into day-to-day marketing campaign and operations.

2. Use digital channels to create multiple links to your social community – APAC consumers are learning, sharing and making decisions about your business through social media, whether your participating or not. Building connections with consumers across social channels should be your starting point. This might mean building multiple social channels that are most relevant for your business objective. For example, using WeChat for direct communications to enable sales channels customer care, or Facebook to acquire prospects or Twitter to improve customer experience.

3. Use KOLS as a key driver of the social strategy . The celebrity status and/or KOLS is key to developing the power of social selling in Asia, and KOL seeding should be a key point of the marketing strategy and budget.

Are APAC businesses leaving their employees behind in the race to go Digital?The shift to Digital has been driven by a desire to go where the customer is. But while front-office investments have undoubted commercial potential, they are only one element of the value creation equation. To achieve true bottom-line performance improvements, APAC businesses should take a broader view of the impact of digital transformation and consider how it could be deployed within the organisation itself. Our 2014 Digital IQ study revealed that APAC businesses were under-represented when investing in internal solutions like employee collaboration and productivity tools. In other markets, these solutions have been shown to generate dramatic benefits in enhanced connectivity, greater automation, improved innovation and responsiveness to changing conditions.

Investing in social media and collaboration tools for employees

PwC digital IQ survey (2014)

23%

APAC

30%

Global

Investing in mobile apps and technologies for employees

PwC digital IQ survey (2014)

26%

APAC

37%

Global

Investing in virtual meeting and collaboration technologies

PwC digital IQ survey (2014)

26%

APAC

34%

Global

2 The rise of the affluent Asian shopper. PwC (2013)

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In the Digital age, having both a lean and flexible cost structure is arguably as important for long-term competitiveness as having appropriate and relevant customer interfaces. Competitive disruption is much more likely to emerge from nibble new entrants from outside an industry than the existing market leaders. These new entrants are likely to attack incumbents through cheaper products enabled by low-cost structures and innovative business models or personalised product offerings. If this represents the competitive environment in APAC and that businesses almost universally recognise the benefits of digital for their consumers, it is perhaps surprising that this hasn’t translated into investing in digital for their own employees.

Recommendations: Enabling your employees by using the same digital capabilities you provide your customers 1. Use mobile to free-up the front line – Both

businesses and sales agents themselves wish the salesforce had more time for selling and building relationships. Unfortunately, the forces of rising complexity and regulation in many industries means that many sales people are spending less time than ever with their customers. Enabling a mobile salesforce with role-specific applications helps to streamline operations and provide sales people with the right information, at the right time. Just like businesses can exploit the contextual awareness of mobile for engaging with their consumers, they can also personalise the content deployed to their sales people depending on the type of customer they are targeting or the stage in the sales process they are currently engaged.

2. Recognise and respond to the consumerisation of IT – The consumerisation of IT is an unstoppable force and many workers now own an assortment of devices. “Bring your own device” or BYOD promotes a virtual and mobile working environment that can improve productivity and ultimately reduce operating costs and is a rising trend across APAC as regulators ease restrictions and companies accept the benefits can outweigh the risks, which can now be better mitigated. To make it effective however, CIOs must rethink the traditional, rigid approach to governing and securing access to data, applications and networks. What is needed is a device-agnostic strategy that leverages investments in the employee’s personal technology to create a more mobile, agile and cost-effective platform for the business.

“Asian companies need to embed digital change and practices within the organisational value chain”

– Rohit Dadwal Managing Director - Asia Pacific

Mobile Marketing Association

8Closing the Gap between knowing and doing

Distinct gap between knowing and doing

APAC business leaders have made it clear that they see both the promise and peril of digital technology and in doing so, they have made it the number one agenda item today. But for all the talk about digital’s potential for transformation, the majority of businesses in APAC cite a distinct gap between strategy and execution; between knowing and doing.

The gap between the extent to which growth concerns have been addressed in your company strategy (APAC only)

PwC digital IQ survey (2014)

99%

88% 87%

71%

56%

69% 68%

53%

60% ......

70% ......

80% ......

90% ......

100% ......

% of respondents Concerned Addressed in company strategy

50% ......

Quickly understandand adopt new technologie

Gather, understandand act on data

Protect IP andcustomer data

Speed of technological change

So how are the best businesses closing this gap?The most important element is strong CIO-CMO partnership. Globally, top-performers in our survey (those companies in the top quartile for revenue growth, profitability and innovation) had strong relationships between the CIO and CMO. In APAC, while the relationship between the CIO-CEO or CIO-CFO was strong at 89% and 79% respectively, this begins to break-down between the CIO-CMO where only 64% of businesses in APAC described a strong partnership.

Strength of C-Suite relationships (APAC only)

PwC digital IQ survey (2014)

CEO CFO CMO

89% 79% 64%

CIO

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As we have described above, digital investment in APAC today are almost exclusively about customer engagement. With both Marketing and IT feeling the pressure to deliver on digital, there is a real risk of a lack of alignment between the two parties; creating opportunities for the duplication of effort and resources or misunderstandings to creep in.

Closing the loop between CIO and CMOClosing the gap between IT and Marketing requires centering those groups around a common goal. This means reshaping your entire business around the customer and user experience (UX). This means putting the user (customer, audience member, the person on the other end of the digital channel) at the center of every decision the company makes. For many APAC businesses, digital still means “the app-build” rather than a broader consideration for the business outcomes its designed to achieve. This empathetic focus on user experience is an essential driver to creating simple yet disruptive solutions that are operationally feasible, economically viable, and most importantly, desired by users.3

UX is different in AsiaUser experience is more important in Asia than in the West. Asian consumers have grown up with different look and feel and that means closing the loop between CIO and CMO in Asia-specific has never been more important.

Recommendations: CIO – CMO equation – it’s all about the customers1. Understand the customer; focus on Smart Data not Big Data – The first stage of organising your business around

the customer is to first understand who that customer is. The promise of combining digital touch-points with capabilities of Big Data is well trodden path. Our Digital IQ survey found that inability to gather, understand and act on data was recognised as a concern by 74% of APAC businesses. More strikingly, however it was also identified as an area where only just over half of all businesses felt it had been addressed in their corporate strategy.

With consumers now seamlessly interacting across offline and online touch-points, the amount of data created is exploding at an exponential rate. The volume of data isn’t the biggest problem however, turning this into insights and action is.

Processing large datasets Turning data into insight

PwC digital IQ survey (2014) PwC digital IQ survey (2014)

APAC Global

48%36%

66%55%

APAC Global

In our opinion, realising the promise of Big Data is about getting smart about it. APAC companies need to start applying advanced analytics to the large amounts of structured and unstructured data, particularly from social sources, to influence a new way of doing business. One that focuses on data-based decision-making and new types of digitally enabled products and services enriched with customer insight.

3 Reimagine your enterprise. Make human-centred design the heart of your digital agenda. Strategy& (2014)

“Companies can integrate digitally-enabled best practices for Asian business model from the West”

– Wayne Arnold Global CEO

Lowe Profero

10Closing the Gap between knowing and doing

2. Design for the Asian customer; agile development and a “test and learn” agenda – Understandably for many businesses, expectations are high when deploying new customer-facing technologies. But many businesses also cite that their efforts have not translated into enough market impact and growth. Why? Our belief is that many businesses weren’t designing and building what they’re customers wanted in the first place.

Our research shows that adopting agile delivery processes is a key way to deliver more successful technology outcomes. Companies that use agile processes are more than twice as likely to be top-performers but less than 50% of all APAC businesses regularly adopt that approach today. For many, it simply isn’t ingrained in the capabilities and experience of the IT department.

In the Digital age, we no longer have the luxury of carefully developing new products and business models via a bureaucratic and waterfall-driven stage-gate process; agile development represents a new way of life.

UX in Asia not only differs from the West but also within the region. Chinese consumers have grown up with Tmall; South East Asian with Yahoo and Facebook, yet the common design issue in Asia remains focused on mobile-and social-first principles and these need to be tailored for specific audience in market. Finding that UX talent in Asia has never been harder but recognising the need to tailor that design for Asian consumer, and to develop on an agile basis, are the hallmarks of the most innovative and creative brands.

3. Organise around the customer; cross-functional and flexible – Becoming a Digital business is not just a matter of rearranging the lines and boxes on your organisation chart. It involves fostering a new way of working, with more flexible, cross-functional and multi-disciplinary teams that are often assembled to solve a discreet customer outcome before being dissolved when it has been achieved. Today, only 30% of businesses in APAC assemble specific project-based teams to explore and act on high priority emerging and disruptive technologies versus 37% globally. Furthermore, just 16% of APAC businesses have mechanisms and practices in place to allow employees to share innovative ideas over open idea platforms, stifling opportunities for cross-functional collaboration.

Beyond the process and structure, many businesses might also have to consider bringing in entirely new talent into the organisation. For example, top performing APAC businesses were more than three times likely to describe their technology prototyping skills as “excellent” compared to their regional peers. Similarly, user experience capabilities were twice as likely to be “excellent” in top performing APAC businesses. For many traditional businesses, who might only have just began to grapple with eCommerce, these specific skills are unlikely to be found in-house. To attract the appropriate talent, they may well need to assemble new approaches to employee incentives, KPIs and reward mechanisms or create new working environments to retain this new mix of talent if they do get them through the door.

“Mobile & Social is the next wave of competitive advantage in Asia and yet the talent pool is limited”

– Paul Woolmington Angel Investor, Agency Veteran and

Senior Fellow of Columbia University

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Closing the gap between knowing and doing

Across APAC, the impact of digital is hard to underestimate: changing the way enterprises operate, disrupting traditional business models and disintermediating established markets. Responding effectively to this new period of rapid change means making both the right choices about the investment you make and also ensuring your organisation is properly aligned to best exploit them. Below we summaries the key points to describe how you can move from digital strategy to business execution; or close the gap between knowing and doing.

Defining the strategy; making the right choices

Adopt a mobile first approach to customer engagement

• Make mobile the primary device you are building for but also recognise the need to design an overall mobile solution that can help your customer fulfill their goals. Focus on how you can exploit the contextually rich opportunities that mobile provides such as location based services.

• Use mobile to bring the power of digital to the physical environment. Innovative technologies like sensors, mobile-POS or interactive displays not only allow you to link customer insight from online to offline but they also enable a more highly-personalised shopping experience.

• Storytelling has never been more important. Distinguish the message, content and brand value through a constant digital dialogue with your consumers using storytelling concepts, not just through an advert or promotion.

Focus on business outcomes to turn social engagement into commercial impact

• Use social intelligence to gain insights into consumer behavior or changes in brand sentiment. Instead of placing too much emphasis on front-end visualisations, focus on social analytics tools which allow you to identify tangible business-orientated root causes and embed this in day-to-day marketing operations..

• Use multiple social channels to build relevant links with your community. This could mean adopting peer-to-peer messaging for customer care, micro-blogs for customer experience or social sharing platforms for attracting prospects.

• Use KOLS to expand the impact and reach of your social strategy.

Don’t leave value on the table, digital can transform your own workforce too

• Free-up the front line by enabling a mobile salesforce. Sales people should have access to role specific applications that help to streamline operations and provide them with the right information at the right time depending on client type or stage in the sales cycle.

• Recognise the consumerisation of IT and respond to this reality. BYOD is one solution that promotes a virtual and mobile working environment that can improve productivity and ultimately reduce cost.

Moving from strategy to execution; turning plans into actionTo close the gap between strategy and execution, businesses in APAC need to center the IT and Marketing functions around a common goal; customer and user experience design. Getting three elements in place is crucial for building solutions that are both operationally feasible and desired by consumers.

Understand the customer; focus on Smart Data not Big Data

• Realising the promise of big data is about getting smart about it. Invest in turning data into insights by applying advanced analytics to influence new ways of doing business that focuses on data-based decision-making.

Design for the Asian customer; agile development and a “test and learn” agenda

• Adopt an agile development approach to development that is characterised by speed, bias for action, flexibility with risk, rapid feedback loops and collaboration.

• Design needs to be tailored for specific audience in market as UX in Asia is different, not only from the West but also within the region.

Organise around the customer; adopt cross-functional and flexible

• Becoming a digital business requires organisations to foster a new way of working, with more flexible, cross-functional and multi-disciplinary teams that are often assembled (and subsequently dissolved) to solve a discreet customer outcome than traditional business and to be measured with different KPIs.

12Closing the Gap between knowing and doing

Our digital consulting experience in Asia Pacific

Combining business consulting experience and creative design capabilities to allow clients to define and execute digital opportunities PwC has a network of firm across Asia Pacific serving clients from 70 locations and a further of 140 countries around the world. With over a staff strength of 33,000 in Asia Pacific aligned with functional expertise and industry sector to provide broad and deep capabilities from strategy through to execution. We complement our business consulting expertise with a multi-disciplinary digital services team that includes: digital strategists, customer experience experts, data scientists, UX designers and mobile developers. This combined capability allows us to help clients exploit the potential of digital to transform both what they do and how they do it.

What makes us different

We can deliver from strategy to execution

Strategy Innovation Design Technology AnalyticsActivation�

& Optimisation

Maximising business value

Moving into whitespace

Creating superior user engagement

Objectively viewing the connected world

Identifying insights that matter

Locking in business value

Branding Greater impact or depth, clarity or coherence, value, reach or social conscience.

Disruption Transforming business through innovative business & product models that don’t exist today.

Engagement Enabling digital interactions between clients and customers in a more engaging, seamless way.

Digitization Digitizing our clients' processes to improve employee productivity, supplier interaction, and customer satisfaction.

Together we have over 250 specialists in China and Hong Kong

Strategy consulting Digital, Customer and Analytics

The acquisition of Booz & Company now Strategy& provides us with a leading global strategy house with extensive China strategy experience and strengthens our expertise across digital disruption and eCommerce

A multi-disciplined team that includes: digital strategists, customer experience experts and data scientists that combine the business consulting experience PwC is well known for with the creative capabilities of an agency

Creative and Branding Services Technology Consulting

Our partnership with a strategic brand solutions agency with a broad service offers within: design and creative, brand / marketing strategy, social media campaigns and analytics, coding, user experience design and digital marketing

Our Technology Consulting team and Shanghai-based Technology Delivery Centre provides the ability to scaled development and implementation capabilities with bi-lingual technical specialists

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PwC Analytics Survey 2014 - Gut & Gigabytes, China InsightsModern internet and social media usage is generating more data than ever in China, with as much as 90% generated within the last two years. An increasing number of companies in China have placed big data and analytics as the corner stone to their decision-making process in order to gain and sustain a competitive edge.

Scan QR code to download or click here to the report on our website http://pwc.to/1tcbwq9

Digital IQ 2014 snapshots — CIO/CMOE-commerce has been around for about 20 years now. Put simply, it’s the process of shifting your existing business model into the digital world. Most organisations treat e-commerce as a channel to market. However, contrary to popular belief, multi-channel doesn’t always work.

Scan QR code to download or click here to the report on our website http://bit.ly/1wGWKfa

Reimagine your enterprise: Make human-centered design the heart of your digital agenda Companies in every industry are trying to find new sources of value through digital technology. But most of their efforts have not translated into enough market impact and growth. They need something bolder and more disruptive, but still very simple. They need reimagination.

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14Closing the Gap between knowing and doing

If you would like to continue the conversation, please contact our teamIf you would like to continue the conversation, please contact our team

Colin LightDigital Consulting Leader China and South East Asia

+852 2289 2655colin.light@hk.pwc.com

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Andrew TaggartCustomer Impact Consulting LeaderSouth East Asia

+65 6236 4548andrew.taggart@sg.pwc.com

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Scott LikensAnalytics Consulting Leader China and South East Asia

+852 2289 6300scott.sl.likens@hk.pwc.com

LinkedIn

Sean ColvinCustomer Impact Consulting LeaderPwC China

+852 2289 3474sean.ac.colvin@hk.pwc.com

LinkedIn

Adam XuDigital Lead Partner, Strategy& China & South East Asia

+8621 2327 9865adam.xu@strategyand.pwc.com

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Wentao ChanDigital consulting – user experience (UX)

+8621 2323 2512 wentao.chan@cn.pwc.com

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Ivy KuoCustomer Impact Consulting

+8621 2323 2441ivy.w.kuo@cn.pwc.com

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Tom BirtwhistleDigital Consulting

+852 2289 6358tom.w.birtwhistle@hk.pwc.com

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About the AuthorsColin Light

Colin is a Partner who leads PwC’s Digital Consulting in Asia and is based in Hong Kong. With over 15 years of global experience, specialising in commercial and technology strategy in digital services, including social media, mobility, data analytics and cloud services. Colin’s particular focus is on developing multi-channel strategies and implementing the resulting digital change across the business. He has held several interim C-suite positions with our telecoms and media clients whilst helping them to successfully launch new digital businesses.

Tom Birtwhistle

Tom is a Manager in PwC’s China Digital Consulting practice with over 6 years global strategy experience in Asia, North America, Europe and Africa. His particular focus is on working with clients to exploit new digital business models: especially mobile and commerce. Prior to joining the team, he was a member of PwC’s Strategy practice in London where he worked with global clients in the Media, Telecoms and Technology sectors.

www.pwchk.com© 2014 PricewaterhouseCoopers Consulting Hong Kong Limited. All rights reserved. PwC refers to the Hong Kong member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. HK-20140819-9-C3

Thank you to the following contributorsZia ZamanChief Innovation Office, Metlife

Wayne ArnoldGlobal CEO, Lowe Profero

Paul WoolmingtonAngel Investor, Agency Veteran and Senior Fellow of Columbia University

Rohit DadwalManaging Director – Asia Pacific, Mobile Marketing Association

Andrew Ianni Founder and Event Chairman, Chief Digital Officer Global Forum