The Negotiation

APAC has been a hotbed of e-commerce innovation for some time, with companies like Alibaba, Amazon, and Tencent leading the way. But where does this leave traditional retailers? And what's next for the omnichannel retail ecosystem and environment? In today's episode of  The Negotiation Podcast, we are joined by Patrick Deloy. Patrick is  Managing Director at Merkle, an award-winning e-commerce solutions provider which supports medium to large B2C and B2B companies with the planning, development, localization and long-term support of multi-country e-commerce website deployments in the APAC region. Patrick talks about his journey from a DTC entrepreneur to becoming one of the top experts in APAC. He talks about what he does, where he is physically located, and how he entered into e-commerce and became the DTC expert he is today. Patrick also shares some insight on what omnichannel ecosystems are and the environment today in the APAC region!Here are key things to listen out for: Patrick's entrepreneurial journey into eCommerce.About the Dentsu group.How the whole eCommerce landscape and consumer expectations are evolving across all the markets in APAC.The development of omnichannel retail over the past few years in the APAC region.Companies with the highest eCommerce growth and what has held these companies back when it came to omnichannel retail.How COVID propagated consumer habitual change.

Topics Discussed and Key Points:●      Being a news anchor for CNN Japan●      How foreigners can partner with Japanese companies or government entities●      Managing influencer marketing for 3Minute●      Best practices for entering the Japanese market●      The future of marketing in Japan Episode Summary:Today on The Negotiation, we continue our conversation with Chuk Besher, Executive Producer at 3Minute, the digital media arm of GREE, a Japanese internet media company that provides mobile social networking and mobile technology services.A content marketing specialist, Chuk’s clients range from the luxury, hospitality, fashion, and pharmaceutical industries. He leads the production of a variety of branded content for these companies, from events to video storytelling to advertising.In 1997, courtesy of his father’s encouragement, Chuk had the opportunity to be a news anchor at CNN in Tokyo for its budding Japanese language broadcast section. He talks about his first-ever experience being in front of the camera and how he found success in his brief role by learning to connect to audiences via imagination.From 2006 to 2007, Chuk served as the Japan Director for The Asia Foundation, where he developed partnerships within both the public and private sectors to engage in dialogue regarding international affairs, ODA, national security, and Corporate Social Responsibility. He discusses the best approach to developing relationships with Japanese companies and government entities as a foreigner.Chuk breaks down his current role and the most memorable campaigns he has worked on so far as Executive Producer for 3Minute, a media and influencer marketing company focusing primarily on young female consumers in Japan.Finally, Chuk gives his best advice to those who are looking to enter the Japanese market in a post-COVID world. He says that cultural insight is foundational, as well as a commitment to patience since, as with other foreign markets, establishing roots in the country takes time. Key Quotes:“Whatever you are trying to communicate, it’s important to imagine how other people are seeing it and to put it in context around what is the best way to reach them. You have to make sure that the story isn’t meaningless, but that it resonates with them.” “Whether you’re partnering with a government agency or a corporate entity on a project because you need the funding or a venue, you have to think in terms of what the benefit is to them.”

Topics Discussed and Key Points:●      The type of advertising that resonates with Japanese consumers●      Marketing lessons learned after working at Grey Group from 1988-1991●      Ecommerce in mid-1990s Japan●      Brands that did in-store marketing well in the 1990s●      Producing media for Coca-Cola in Japan●      Working with the teams at the 2008 and 2012 Olympics, and the 2010 FIFA World Cup Episode Summary:Today on The Negotiation, we speak with Chuk Besher, Executive Producer at 3Minute, the digital media arm of GREE, a Japanese internet media company that provides mobile social networking and mobile technology services.A content marketing specialist, Chuk’s clients range from the luxury, hospitality, fashion, and pharmaceutical industries. He leads the production of a variety of branded content for these companies, from events to video storytelling to advertising.Chuk speaks on the type of advertising which resonates with Japanese consumers, which he calls “advertising that is not advertising”. He says that consumers are sophisticated enough to turn away from traditional, in-your-face messaging. Good marketers craft stories around their products and services which not only inspire, entertain, or educate, but also allow consumers to relate to the brand itself.He shares lessons learned about brand localization after being recruited into Grey Group as a fresh grad in 1988. Chuk explains that if you have a local brand which you are bringing into a market like Japan, it is not simply a matter of translating the copy. Grey taught him that having local knowledge and insight was even more important in bringing success to a brand in a new market.Speaking on his 8+ years of experience as Director of Branded Media for Coca-Cola, Chuk explains that the brand’s immense success can be traced back to Coca-Cola’s commitment to omnipresence. In today’s market, however, it has now become important not just to be everywhere, but to be meaningful everywhere. This means having a symbiotic relationship between marketing and creative, and having the message, as well as the delivery of the message, be specific to the target audience.Finally, Chuk shares how he continued to use the approach of “advertising that is not advertising” during his involvement in the 2008 and 2012 Olympics, along with the 2010 FIFA World Cup. Key Quotes:“The type of advertising that resonates with Japanese consumers—and it’s not unique to Japanese consumers, per se—is advertising that is not advertising.” “Maintain brand integrity—do not lose sight of what the brand stands for. At the same time, make sure that it is meaningful and resonates with the local consumer.”

Topics Discussed and Key Points:●      Leading Disney in Japan●      Growing Baroque Japan Limited●      Common branding mistakes made in Japan by foreign companies●      How COVID-19 impacted the Japanese retail market●      Technology-related trends that will shape commerce in Japan over the next decade●      About Jeff’s olive oil manufacturer Green Valley Olive Episode Summary:Today on The Negotiation, we continue our conversation with Jeff Daggett, Founder and CEO of Aisonne, a brand and retail development & management company offering brand, retail, hospitality, and licensing management services and representation in Japan and the United States.Since 2002, Aisonne has assisted a number of big-name retail brands such as Apple, Columbia Sportswear, Nordstrom, Shinjuku Takano, and NBC Universal.Jeff’s background includes over three decades of experience at leading global companies in the Asia-Pacific, specifically in investment banking, real estate, retail operations, merchandising, marketing, and general management.This time, we focus much of our discussion on Jeff’s time as Disney Japan’s Vice President of Consumer Products from 2004 to 2011, followed by two years at Baroque Japan Limited from 2011 to 2013.Jeff then talks about the major mistakes that foreign brands make in the Japanese market, pulling lessons from his current role as the visionary behind Aisonne, which he founded two decades prior. To him, while localization is an obvious consideration, the common thread that spells success for any company looking to succeed is a focus on effectively telling the story of the brand.In fact, despite the aging population, Jeff believes that there is a lot of opportunity for foreign brands to establish a strong base in Japan as long as “you have a compelling product that’s attractively displayed and appropriately priced with a good story.” Key Quotes:“There is no ‘right’ or ‘wrong’ corporate culture. Every corporate culture has evolved to be ‘right’ for that entity.” “Japan is a different place, but what Japan is really looking for is your authenticity.”

Topics Discussed and Key Points:●      Launching Gap in Japan in 1994●      Growing a retail brand in the pre-eCommerce economy of Japan●      Recruiting the first management team for Gap in Japan●      How Levis became an iconic global brand●      Building loyalty around an athletic brand in Japan●      Why Jeff’s involvement in Nike’s first campaign in Japan went global●      How Nike does retail differently from the rest●      Restructuring Sephora in Japan and reversing declining year-on-year comp store sales in under six months Episode Summary:Today on The Negotiation, we speak with Jeff Daggett, Founder and CEO of Aisonne, a brand and retail development & management company offering brand, retail, hospitality, and licensing management services and representation in Japan and the United States.Since 2002, Aisonne has assisted a number of big-name retail brands such as Apple, Columbia Sportswear, Nordstrom, Shinjuku Takano, and NBC Universal.Jeff’s background includes over three decades of experience at leading global companies in the Asia-Pacific, specifically in investment banking, real estate, retail operations, merchandising, marketing, and general management.Listen in as Jeff reflects on his 30-year career in the retail business development world in Japan, beginning with an opportunity to launch Gap in Tokyo in the Summer of 1994. He speaks specifically about the challenges of localizing and growing an established foreign brand decades before the dramatic rise of eCommerce.Asked how differently such an experience would be if he were to launch in today’s market, Jeff refers to the quote: “There are no overstored markets, only under-merchandised ones.” In other words, successfully establishing a brand in any foreign market largely comes down to telling a compelling story⁠, particularly via visual merchandising, ⁠around one’s product.Jeff gives a few examples from his career to illustrate the power of “compelling merchandise, attractively presented”. He highlights his work on Nike’s first-ever campaign in Japan, which was so successful that elements of the campaign were adapted by other brands on a global scale. Key Quotes:“For anyone who works in retail, the store is company headquarters, and company headquarters is the back office.” “A lot of folks will tell you that you have to change what you do to succeed in Japan, and this is true. But you can’t lose the essence of what you are.” “There are no overstored markets, only under-merchandised ones.”

Topics Discussed and Key Points:●      How Tod's Japan developed from 2001 to 2007●      The importance of brick and mortar retail in the early-to-mid-2000s●      The Japanese perception of European luxury brands in the late 1990s●      The footwear and leather goods market in Japan●      How the Japanese outdoor industry evolved throughout the 2010s●      How COVID influenced the move toward more online sales●      Building professional relationships in the Asia-Pacific●      Upcoming trends in Japan Episode Summary:Today on The Negotiation, we speak with Massimo Lazzari, President and Representative Director at Columbia Sportswear Japan, where he has lived and worked for over 30 years.Massimo discusses the changes he has seen firsthand in the Japanese retail clothing market since his time as a sales manager for Ferragamo in 1995. Following his time there, he served as the Managing Director for Tod’s from 2001 to 2007, when the brand was only a startup.Massimo explains that foreign brands need to embrace consistency when establishing their companies in Japan. He talks about developing “the ability to build a tangible aura around the product”.He then speaks about his almost 12-year career at Columbia. He shares how he has seen the outdoor industry develop over that time, as well as how the pandemic accelerated the already ongoing trend of consumers moving away from offline and toward online commerce.Finally, Massimo explains why fighting for market share is considerably more vital in Japan relative to other countries, and what foreign companies need to keep in mind when establishing their brand among an aging population. Key Quotes:“The importance of the craftsmen who add value to their work is something that you can’t see in the product that you have in front of you in the store.” “The nature of the Japanese consumer when they go shopping is less transactional and more about the value that they get, not only from the product but what’s around it.” “COVID was more of a short-term trend that built upon an already existing long-term move from offline to online.”

Topics Discussed and Key Points:·       Ricky’s experience working with the Japanese market.·       Adapting to the new normal.·       The benefits of working with local distributors.·       What it takes to have a successful omnichannel approach.·       How the approach to being successful in the Indonesian market has changed.·       How consumer behaviour has changed. Episode Summary:Today on The Negotiation, we continue our conversation with Ricky Samuel, E-Commerce Lead at Mindshare, a global media agency, where he helps clients in understanding their e-commerce-related challenges to drive success.Over the past 10 years, Ricky has served in roles at large corporations, including Bose, ASUS, and HP. In 2019, Ricky moved to Schneider Electric, and in 2021, he joined Mindshare Indonesia as E-Commerce Lead.Regarding his move to Schneider Electric, Ricky says “I want to understand the regional point of view.”Ricky also talks about Schneider’s E-Commerce partners, lessons from the Japanese market, adapting to the new normal of Covid, what it takes to have a successful omnichannel approach, changing consumer behaviour, and Ricky looks at the next 5 years. Key Quotes:“Price has now become less important.” “You don’t need to have the same product in each marketplace.” “Engagement to your customer is the key.”

Topics Discussed and Key Points:●      How Bose approached omnichannel sales in Southeast Asia in the early 2010s●      Bose’s commitment to consistency across resellers●      How much control Microsoft had over ASUS’s local marketing strategy and pricing●      Localizing messaging and marketing for Indonesian consumers●      Driving preferential product placement on search platforms●      How customer feedback impacts HP’s product roadmap in Indonesia Episode Summary:Today on The Negotiation, we speak with Ricky Samuel, E-Commerce Lead at Mindshare, a global media agency, where he helps clients in understanding their e-commerce-related challenges to drive success.Ricky speaks on the digital landscape in Southeast Asia as well as the development of broader digital transformation strategies for the region since his entry into the marketing world in the early 2010s.Ricky worked as Bose Indonesia’s Brand Marketing Manager from 2013 to 2015. Looking back at this experience, he offers some insight into the evolution of the company's omnichannel sales strategies during a time when digital commerce was rapidly gaining prominence. He talks about Bose’s focus on “customer excitement” to maximize the in-store experience, as well as Bose’s commitment to consistency in quality, service, and experience across their resellers.As the Product Marketing Lead for ASUS from 2015 to 2016, Ricky discusses the unique challenges of localizing the brand in Indonesia. He then does a deep dive into HP’s omnichannel operations during his time with the company from 2018 to 2019, emphasizing the importance of partnering with Key Opinion Leaders and top e-commerce platforms to drive brand equity. Key Quotes:“We need to ensure that experience and engagement is at the same level every time a new customer walks into our store.” “On the local level, showcasing and using the products is more powerful than communicating to the customer who we are. So, we had better engage with Key Opinion Leaders about our products for more powerful messaging.” “We need to understand the needs of the population itself. We need to understand their behavior: how they spend their money and how they use our products in their daily lives.

Topics Discussed and Key Points:·       Covid and its effects on Direct-to-Consumer.·       Online consumer strategies in APAC versus in North America.·       How to measure success in retail.·       How consumer feedback is applied·       The importance of a good D-to-C strategy.·       The future of D-to-C in the APAC region. Episode Summary:Today, I talk to Bill Tung, Managing Partner at Peaks Consulting, a global brand, retail, and management consultancy.Since its founding in 2015, Peaks Consulting has built an internationally recognized consultancy based on trust and relationships before business. Peaks currently serves consumers in 20 countries and counting.Bill has also served as the VP of Europe and Asia-Pacific at Rockport, VP of International Sales a Columbia Sportswear, Executive VP of International Sales at New Balance, Managing Director of Fanatics Inc, and Asia-Pacific General Manager of Clarks.Regarding Covid’s effect on Direct-to-Consumer, Bill says “brands learned that you could still conduct business without travel.” “Is that the right way to do things? No. That’s for established businesses.”Bill also talks about online consumer strategies, applying consumer feedback, the importance of having a good D-to-C strategy, and the future of D-to-C. Key Quotes:“Brands learned that you could still conduct business without travel.” “If shopping was an Olympic sport, Asians would win Gold, Silver, and Bronze year after year.” “It’s not good enough just to be on the site. It’s not good enough just to have inventory nearby. You need to do the proper marketing.” 

Topics Discussed and Key Points:●      Helping Rockport and The Body Shop grow across the APAC region in the 1990s and early 2000s●      Marketing to a demographic that you are not a part of●      Marketing outdoor apparel and equipment in APAC●      Localizing well-known Western brands in different APAC countries●      Common mistakes brands make when expanding in APAC●      Optimizing your organizational structure to thrive in foreign markets●      Preparing for complaints and returns in overseas markets Episode Summary:Today on The Negotiation, we speak with Bill Tung, Managing Director at Peaks Consulting. Bill reflects on his time establishing Rockport and The Body Shop’s sales operations across the APAC region.It was from those experiences that Bill learned the value of knowing thy customer, becoming aware of your home country's biases, and ignoring consumer differences at your peril—especially important considerations for Western brands looking to successfully expand into Asian markets.Bill also discusses the unique challenges of growing Columbia—a sports and outdoor apparel brand—in China while he served as VP of International Sales from 2003 to 2016.Finally, Bill talks about the common mistakes that brands make when attempting to expand into foreign markets, and why it is so important to optimize a company’s organizational structure, which includes everything from operations, customer service, and marketing, to merchandising, HR, and finance.“These really need to be part and parcel of a global mindset,” says Bill. “Otherwise you’re just exporting.” Key Quotes:“When you fail to understand the consumers that you’re trying to sell to, that gets a lot of companies into trouble.” “Retail is detail.”