Author: InpressGlobal

KRU Studios (KRU)

Written by Farah Hanani

KRU Studios (KRU) is one of the leading media and entertainment companies in Malaysia and founded in 1992, KRU has since diversified, and now provides a comprehensive range of services related to the media and entertainment industry, specializing in both production and distribution capabilities. The company is known for its superior photo-real visual effects, digital audio and video production, which is attributed to its highly trained personnel, cutting edge technology and state of the art equipment. With offices and representatives in Malaysia, Singapore, Germany and the United States, KRU is determined to deliver world class services in areas related to the production of feature films, television programs, music, events and other media content.

KRU Studios also has successfully selling over a million albums, sold out tours, box office films hits and winning multiple awards, locally and internationally. Besides, the company also has successfully transformed its popular pop icon band name into a prominent brand. Apart from having in-depth understanding and experience in B2C marketing, KRU has also served many MNCs, GLCs, and government agencies for branded content and production services.

Transnational media corporations are actively export and produce information or entertainment across national borders for their global audience. Their audience can consume the information or the entertainment materials through varieties of medium such as internet, radio, TV networks, motion pictures and print media. For example, transnational media corporations that are actively producing such entertainment are Sony Pictures, Universal Studio, and Walt Disney etc.

Most of the transnational media corporation aims to reach audience globally as many people as possible. They have to produce best films to winning as many awards and help them to be known globally. KRU Studios also wants to achieve the same objective like other transnational media corporations. There are many classification of transnational media corporation such as news agencies like BBC and CNN etc. It also can be classifies in Social Media and Film Industry and KRU Studios is being classified under film industry.

In order to become a global media corporation, KRU Studios also has planning few global media strategy. For example, KRU planned to produce another version of the Hollywood movie, Black Hawk Down and the battle that took place 20 years ago on the streets of Mogadishu, Somalia. KRU Studios also planned to cast a Malaysian. It will be a international film as Black Hawk Down was directed by the award winning director, Ridley Scoott and adapted from a book of similar tittle written by Mark Bowden. Other than that, KRU Studios has appointed Los Angeles-based Epic Pictures as its sales agent for its slate of international features film and Epic successfully closed pre-sales for their feature film entitled Deadline in around 30 countries. Starring Brittanny Murpy, psychological thriller Deadline was shot in the United States while visual effects were carried out in Malaysia under supervision of visual effects director Yursy Abdul Halim.

However, it seems that KRU Studios have to compete with other international production that already known globally. In Malaysia, KRU Studios is the most successful production, where the company itself has winning lots of international and local awards, somehow KRU Studios still need to find a good strategy to improve their film quality and to make sure in achieving their objective in becoming an internationally film industry.

 

3M Science Applied to Life

Written by Nazmi Suraya Bt Ruslan

Background

3M is a diversified technology company serving customers and communities with innovative products and services.  There are five (5) of them and each of the five businesses in Consumer, Electronics and Energy, Health Care, Industrial and Safety and Graphics has earned leading global market positions.

3M is a global innovation company that never stops inventing. Over the years, the innovations have improved daily life for hundreds of millions of people all over the world. They have made driving at night easier, made buildings safer, and made consumer electronics lighter, less energy-intensive and less harmful to the environment. They even helped put a man on the moon. Every day at 3M, one idea always leads to the next, igniting momentum to make progress possible around the world.

History

3M was established in June 1967 as Minnesota (3M) Sdn. Bhd. The company housed its 9 employees and all its inventories in a 1,500sq.ft.room. In order to accommodate its expanding operations, the company relocated to bigger premises with proper warehousing facilities in Ampang, Kuala Lumpur, in just over 3 months after its establishment. By 1971, extensive renovations were carried out to accommodate rapid growth and the subsequent increase in employees.

In 1972, the company’s name was changed to 3M Malaysia Sdn. Bhd. to reflect its international image. In the same year, 3M Malaysia was awarded three 3M International recognition for achieving outstanding performance. Despite rising levels of competition over the years, the company has continued to undergo rapid expansion. 3M Malaysia’ expeditious growth is undoubtedly attributable to it commitment in satisfying its customers’ need through a wide range of innovative and quality products. 3M’s product diversity and technological expertise have helped it gain a reputation as a total solutions provider.

3M Malaysia’s superior understanding of its market environment has enabled it to deliver unparalleled quality, value and service. This understanding is the foundation that allows 3M Malaysia to maintain high customer loyalty and sustain its outstanding record of achievements.

International Network and Collaboration

Being as an international company, 3M should have the medium of communication either in local or international branch. When 3M wanted to expand the reach of its innovation process it deployed an internal social network to access all the global employees, bringing in hundreds of new ideas. As for 3M already established in many countries around the world including Asia such as in Malaysia, Singapore, Thailand, and Japan, they are always looking to collaborate with innovative companies that share the values and commitment to better business. Other than that, 3M also always open the job opportunities to the public.

3M’s reputation for innovation is well established, but the company wanted to include more staff in the ideation process. Traditionally, access to the company’s annual Markets of the Future brainstorming sessions was limited. By employing a new internal social networking platform, 3M was able to foster creativity and collaboration among all its employees around the world. As a result when the tool was open to employees, it attracted more than 1,200 people, who generated over 700 new ideas, which resulted in nine new markets for the company to explore.

3M’s Corporate Strategy group conducts an annual exercise to define future markets. The organization sought to broaden the scope of this process and challenge employees to focus on the future while the economy tried to correct itself. According to the knowledge management strategist at 3M, although it’s not an easy task, leaders should recognized that this was the ideal time to inject new fuel into the process for defining future markets.

3M’s Corporate Knowledge Management group partnered with its Corporate Strategy and Corporate IT groups to deploy Enterprise 2.0 technology to expand and manage its innovation process. Access was open to all the global employees in 42 countries participated during the idea-gathering period. For another period, more ideas were generated and filtered into 26 market clusters. All told, the new process yielded nine potential future markets for 3M.

The group dramatically broadened access to its innovation strategies and learned a new technology in an exceedingly short period. In only few weeks, it was able to reach out to tens of thousands of global employees and identify multiple viable potential markets. The biggest benefit was that this new approach supported efforts to enhance employee engagement. Additionally, there’s now a strengthened partnership between the Corporate IT and Corporate Knowledge Management groups. The strategy also demonstrates 3M’s ongoing commitment to investing in its future.

Petronas

Written by Nuremy Mohd Khairi

Background

Petronas is one of the leading GLC companies, it is Malaysia’s fully integrated oil and gas multinational company. Petronas is the custodian for Malaysia’s oil and gas resources and was established in 1974. They apply innovative approaches and technology which helps to unlock the most remote and difficult environments. While expanding their business and network all over the world Petronas has consistently and successfully implemented various social, environmental and community programmes guided by its larger corporate sustainability framework in carrying out business in a socially responsible manner to benefit both the present and future generation. In accomplishing their vision Petronas has dealt with various countries when it comes to Foreign Direct Investment (FDI). Thus an in depth interview was done with one of the Head of Corporate and Government Relations in Petronas to understand and analyze whether the types of FDI that Petronas deals with.

Foreign Direct Investment

PETRONAS is actively involved in strategic foreign direct investment namely in the development of oil and gas. One of the strategic FDI that was undertaken was the acquisition of Progress Energy in Canada. PETRONAS, through wholly-owned subsidiary PETRONAS International Corporation Ltd (PICL), has reached an agreement to form a strategic partnership with Canada-based Progress Energy Resources Corporation to develop the Altares, Lily and Kahta shale gas assets in northeastern British Columbia.

Under the agreement signed on 2 June 2011, PICL will acquire 50 per cent of Progress’ interest in the three areas for a total consideration of CDN$1.07 billion (RM3.32 billion). The assets included in the transaction cover approximately 150,000 gross working-interest acres of land with an estimated contingent gas resource of more than 15 trillion cubic feet. The assets will be operated by Progress.

The proposed acquisition will mark PETRONAS’ maiden entry into Canada and will allow for accelerated upstream growth that could potentially advance a liquefied natural gas (LNG) export value proposition in that country. PETRONAS views the acquisition as a highly attractive opportunity, paving its entry into the North American shale gas industry while at the same time further strengthening its position as a leading global LNG player.

As part of the acquisition, PETRONAS and Progress have agreed to establish an LNG Export joint venture to conduct a feasibility study on the economic viability of an integrated LNG Export facility in Western Canada. This could provide a strategic alternative to the traditional North American pipeline gas market.

The next FDI that is key to PETRONAS is the acquisition of Engen Holdings (Pty) Ltd, where PETRONAS is a majority shareholder with 74% market share. The acquisition took place in 1998 in a deal that valued the company at about US$700 million. Recently PETRONAS market strategy took a giant step where it will be expanding its footprint to nine new countries via its wholly-owned South African unit Engen Holdings (Pty) Ltd.

This followed a deal worth US$256 million (RM1 billion) between Engen and Vivo Energy Holding BV, jointly-owned by Geneva-based Vitol SA and Africa-focused private investment firm Helios Investment Partners, to combine some of their African fuel-retail assets. This deal will provide the opportunity to PETRONAS to have access to 2,100 service stations in 24 African markets therefore putting an important stamp on PETRONAS presence in controlling the fuel market retail in targeted African countries.

As much as PETRONAS focuses on strategic FDI’s by ensuring business profitability and sustainability, the process of PETRONAS getting involved in strategic acquisition namely on FDI will have to go through a stringent decision making process where the Executive Leadership Team of PETRONAS which is led by the President and Group CEO of PETRONAS will congregate and evaluate the strategic return of investment before decision is made on the FDI’s targeted.

Infineon Technologies

Written by Nurhanis Hazry

Infineon Technologies is a German semiconductor manufacturer company. It was founded 44 years ago, when the semiconductor operations of the parent company, Siemens were spun off to form a separate legal entity. Infineon Technologies, a name that draws inspiration from the combination of English word ‘infinity’ and the Greek word ‘eon’, or ‘eternity’. This giant established company had been listed on the Frankfurt Stock Exchange which had 36, 299 employees worldwide.

Transnational media and economic consolidation

Globally, Infineon has a 10.4% share of the automotive and semiconductor markets in the world most recent rankings. It supplies the Industrial Power Control (IPC), Power Management Multimarket (PMM), Chip Card and Security (CCS), to the well-known companies such as Bosch, BMW and Mercedes-Benz. Infineon operates through subsidiaries and runs its own Research & Development (R&D) in the USA, California, United Kingdom, France, Romania, Taiwan, India, Malaysia, Indonesia, China and also in the Asia Pacific region such as Singapore and Japan.

The deregulation paradox

According to the Managing Director (MD) of Infineon Technologies (Malaysia),
Dr. Lee Cheong Chee, Infineon had employed around 8,500 workers in Malaysia, roughly a quarter of the total workforce around the world. He has 250 strong IT team and 500 on-site R&D engineers. Lee firmly believes on the other four specific segments: automotive, power management and multimarket, industrial power control, and chip card and security that has been led and differentiate Infineon from other competitors. “We are actively focusing on automotive electronics in particular, as 40% of our revenue comes from here,” he says.

Marketplace of ideas

“We actually provide products for almost every electronic component for the car, Tyre Pressure Monitor System (TPMS) – a sensor that measures tyre pressure, which immediately sends a signal to alert the driver if there is a leak or other problem be detected. According to Lee, the TPMS is an Infineon Technologies new innovation found in every car tyre on the road today. As a person who is mainly focused on the Infineon’s future, he also discusses on the quality of products.

Global competition and the diffusion of authority

“There are lives involved and nothing is more valuable than that. At Infineon Technologies, we place utmost emphasis on quality of our products and ethical guideline of our manufacturing processes. Basically, our engineers design products from the customer perspective and a zero-defect culture permeates all aspects of the business here. It really shows that we are totally differentiates ourselves from the competitors.” he says.

TNMCs and the nation-states

“The future is powered by smart lights that will definitely looking bright at Infineon Technologies”, he says. As consumer appetite for automotive devices in semiconductor industry, Infineon had shown global sales revenue had increased per year. In 2017, the figure is climbed to US$346.1 billion as a drastic total of sales.

SURIA RECORDS (SRC)

Written by Putera Muhammad

Suria Records (also known as SRC) is a recording label company and music production which started on 1970 at Kuala Lumpur. It is one of the pioneer recording company in Malaysia and still able to maintain in the industry until now. Its subsidiary company, Suwah Enterprise Publishing (Production & Distribution) had a hundreds amount of albums and songs in its catalogue.

SRC also a members of Recording Industry Association Malaysia (RIM), the national industry trade association set up to represent the locally incorporated recording companies in Malaysia. RIM currently represents 170 such companies and businesses, all of which are involved in the production, manufacturing and distribution of local and international sound, music video and karaoke recordings.

Throughout the long path of Malaysia music history, Suria Records had develop a successful artiste such as Datuk Siti Nurhaliza, New Boyz, Sofaz, Noraniza Idris, ND Lala, May , Handy Black, Mazleela, Anis Suraya, Liza Hanim, Aqasha, Datuk Jeffrydin, M. Sharrif, Datuk Dj Dave and many more.

After few year focusing on Indonesian artist’s promotion in Malaysia, SRC are now starts to work on the local talents by recruiting new singers and band.

Suria Records in International Collaborations

Besides local content, Suria Records also is actively promoting Indonesia music in Malaysia. Well-known artiste that had been brought in are Peterpan, Rossa, Ungu, Afgan, D’Bagindas, Sherina, Naff, Maudy Ayunda, Gamma1, Indah Dewi Pertiwi, Ayu Ting Ting, Kla Project, and many more.

Apart from that, Suria Records also promote Singapore artiste like Taufik Batisah, Hady Mirza and Sarah Aqila.

Suria Records had organized an Indonesian music band, Ungu’s concert titled The Mozaik Tour in 2015. The concert is jointly organized by Trinity Optima, Ungu’s label in Indonesia and ERA fm in Malaysia started on September 21st, 2015. The band performed in Kuala Lumpur and Kuching before coming to Kota Kinabalu.

Writer with Suria Records Managing Director, Edwin Tan & Feros Sayna, Senior Manager at SRC’s headquarters.

Celcom Axiata’s Foreign Direct Investment (FDI)

Written by Rafidah Abdul Aziz

Foreign direct investment (FDI) is an investment in a business by an investor from another country for which the foreign investor has control over the company purchased. Businesses that make foreign direct investments are often called multinational corporations (MNCs) or multinational enterprises (MNEs). In the context of foreign direct investment, advantages and disadvantages are often a matter of perspective. An FDI may provide some great advantages for the MNE but not for the foreign country where the investment is made. On the other hand, sometimes the deal can work out better for the foreign country depending upon how the investment pans out. Ideally, there should be numerous advantages for both the MNE and the foreign country, which is often a developing country.

Celcom Axiata Berhad was formerly known as Celcom (Malaysia) Berhad and changed its name in December 2009. The company was founded in 1988 and is headquartered in Kuala Lumpur, Malaysia. Celcom Axiata Berhad operates as a subsidiary of Axiata Group Berhad. Celcom is one of the largest telecommunications service providers in Malaysia and the region. Its core business remains prepaid and postpaid mobile voice services. Celcom has also achieved significant growth in mobile broadband, m-commerce, enterprise solutions and bulk wholesale services. Celcom continues to have the widest network coverage in the country. Through ongoing investments in network coverage, capacity and performance, Celcom intends to maintain its technology leadership and position as the country’s best mobile service provider. Celcom is part of Axiata Group, one of the largest Asian telecommunication companies, focused on high growth low penetration emerging markets.

Apart from Celcom, Axiata has controlling interests in mobile operators in Indonesia, Sri Lanka, Bangladesh and Cambodia with significant strategic stakes in India, Singapore, Pakistan and Thailand through its various subsidiaries and affiliates. As one of the leading telecommunications groups in Asia with a presence in ten countries and a customer base of approximately 30 million, Axiata makes a substantial contribution to the countries in which the Group operates. Through its investments in its portfolio of operating companies across the region, Axiata is recognized as a one of the largest Foreign Direct Investors, best employer, significant taxpayer and a substantial purchaser of local services. As long-term investors in our countries of operations, Axiata stands as one of the largest contributors of Foreign Direct Investment (FDI) and national taxes. As a long term investor in Sri Lanka for over two decades, Axiata Group Berhad (“Axiata”) through its subsidiary, Dialog Axiata PLC (“Dialog”) have been making significant investments to spearhead the rapid development of the Sri Lankan telecommunications industry. With over USD2.2 billion cumulative investments, Dialog is recognised as the single largest FDI into Sri Lanka, and as one of the largest corporations in the country.

The Group continues to contribute to the national development of our countries of operation. The Group’s mobile subsidiaries and associates operate under the brand name ‘Celcom’ in Malaysia, ‘XL’ in Indonesia, ‘Dialog’ in Sri Lanka, ‘Robi’ in Bangladesh, ‘Smart’ in Cambodia, ‘Idea’ in India and ‘M1’ in Singapore.

Dentsu Aegis Network

Written by Samiyah

Dentsu Aegis Network’s vision is ‘Innovating the way brands are built’ and offering is to be ‘different and better’ in a market defined by Globalisation and Convergence. Globalisation, where advertisers need to evaluate different markets and regions to judge where future growth will come from and prioritise their resources accordingly and Convergence; which has swept away geographic and technological borders. Their vision, ‘Innovating the way brands are built’ unites them as one organisation, focused on delivering first-class results and is underpinned by a clear set of values and behaviours that guide them in everything they do. Sharing the same values and acting as one cohesive organisation will enable them to grow their business globally, by ensuring that their global clients enjoy a consistent experience regardless of the market.

Dentsu Establishes a New Global Operating Unit, Dentsu Aegis Network Ltd.

On July 12, 2012, the boards of Dentsu Inc. and Aegis Group plc jointly announced that they had reached agreement on the terms of a recommended cash offer by Dentsu for Aegis. Aegis shareholders approved the transaction at shareholder meetings on August 16, 2012.
The acquisition was completed on March 26, 2013, and a new global operating unit, Dentsu Aegis Network Ltd., established in London. Tim Andree, Dentsu Inc. Executive Vice President and Dentsu Network CEO, has been appointed Executive Chairman of the Dentsu Aegis Network, and Jerry Buhlmann, CEO of Aegis Media, has been appointed its CEO.

Expansion of Global Presence

The geographical fit between Dentsu and Aegis is highly complementary. Dentsu has a leading market position in Japan’s advertising and marketing sector, an established presence across Asia, and an increasingly expanding business in North America. Moreover, Aegis is rapidly growing its footprint across emerging markets, and has established robust positioning in Asia.

With a full range of advertising, media and marketing services, the new global network will provide highly integrated services for local, regional and global clients across multiple international locations.

Intensified Digital Capabilities

The adoption of “scaled” technologies by consumers has driven the proliferation of connected devices and advancements in communication technology, significantly affecting clients’ advertising and marketing activities. Dentsu faces strong client expectations to strengthen digital solutions. With the rise of digital consumption and client demand for digital services, Dentsu has successfully enhanced its digital solutions over the years. By integrating Aegis, with Isobar and iProspect’s digital strengths in creative origination and performance marketing, the combined business will provide a powerful global platform for media, content and digital technology, and will increasingly support client activities.
The Dentsu Group now has a presence in 124 countries and employs more than 43,000 professionals.

Dentsu Aegis Global Network


 

EMEA: Algeria, Australia, Bahrain, Bulgaris, Croatia, Czech Republic, Denmark, Edinburgh, Egypt, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Israel, Italy, Jordan, Kazakhstan, Kuwait, Latvia, Lebanon, Leeds, Lithuania, Manchester, Middle East, Morocco, Nederland, Newscastle, Nigeria, Norway, Poland, Portugal, Qatar, Romania, Russia, Serbia, Slovakia, Slovenia, South Africa, Spain, Sweden, Switzerland, Tunisia, Turkey, UK, Ukraine, United Arab Emirates, Americas: Argentina, Canada, Chile, Colombia, Costa Rica, Dominican Republic, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Panama, Paraguay, Peru, Puerto Rico, Uruguay, USA, Venezuala. APAC: Australia, Bangladesh, China, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, New Zealand, Pakistan, Philippines, Singapore, Taiwan, Thailand, Vietnam,

Background of interviewee

Miss Natasha Ismail is a Social Media Executive at Isobar Malaysia. She has strong media and communication professional with a Bachelor’s degree in Mass Communication.

 

Reference:

http://www.dentsu.com/business/international/dentsuaegisnetwork.html

http://www.dentsuaegisnetwork.com

http://www.dentsuaegisnetwork.com/ournetworks/isobar

Nestle

Written by Wan Anis Aqilah

 

About Nestle

Nestle is the world’s largest food and beverage manufacturer. Headquartered in Switzerland, Nestle is present in 191 countries around the world. Since 1912, Nestle have been nourishing Malaysians through their quality brands and products like MILO, MAGGI, NESCAFE and KITKAT, whilst maintaining Halal excellence and integrity. This is in line with promise of delivering GOOD FOOD, GOOD LIFE to all.

Nestle’s purpose is enhancing quality of life and contributing to a healthier future. They want to help shape a better and healthier world. They also want to inspire people to live healthier lives and that is how they contribute to society while ensuring the long-term success of their company.

Medium of communication

Nestle has several communication channels which are social media like Facebook, twitter and also Instagram. These social media are purposely to keep all the consumers updated with latest products, event and news. Social media also have been a place for consumers to lodge complain and give any feedbacks and share their pictures and stories with Nestle.

For the international communication, Nestle is using Email to keep all the formal communication among clients and also among the corporate clients.

Nestle also using simple and quick communication channel which is mobile phone instant messaging; Whatsapp within the department to discuss some issue and deliver quick information and breaking news.

Other than that, Nestle also using Skype as for a conference meeting within internal and worldwide communication. Skype is so useful for business which makes the communication easier rather than travel abroad. Video conferencing was held using Skype platform communication.

The most main portal for Nestle is their own official website which summarized all the achievements, contribution, awards, news, press release and CSR projects which can be visited by everyone around the world. Nestle always keep their website updated with the latest information and news.

Challenges

Nestle faced numbers of significant business challenges and risks.

  • Consumer dynamics and preferences
  • Speed and success of innovation
  • Brand and marketing effectiveness
  • Retailer consolidation and power, inc. private label
  • Emerging market strategy and execution
  • Competitive intensity
  • Environmental sustainability
  • Disruptive new technologies and competitors
  • Competition for talent

Big company did faced several challenges such are organization management, global versus regional versus local, speed to take decisions, cultural differences, latency (from the differences in the time zones) and language barriers. Nestle also have their own competitors like Unilever, Cadbury, Danone and so forth.

Nestle also faced boycott issue. The first boycott against Nestle was launched in the United States in 1977. It spread in the United States, and expanded into Europe in the early 1980s. It was due to the concern about Nestle “aggressive marketing” of breast milk substitutes, particularly in the third world countries. The boycott is based on the claim by the organizers that the use of the breastmilk substitutes represent a health risk for infants as they encourage breast milk for new-born.

The Status of Media Ethics in Malaysian Entertainment Industry

Written by Anis Adrina Md Nor

Unconsciously, people lives are touched by the entertainment which they never saw or heard. Although people are widely exposed to entertainment, what can bee seen nowadays is the media discussion about “entertainment” is lack of ethics. We can see that there are several of formal rules, ethical codes for media, however, all of it are only guiding the hard news media and there are vague guidelines of media ethics in entertainment industry.

Generally, there is no equivalent system of formal ethical codes or rule for the entertainment industry. Looking at how powerful media can influence people’s mind, it is getting challenging for the people in entertainment industry to counter that there is relation between produced products and a dangerous ill-mannered of today’s society.

In Malaysia, the media entertainment ethics is on the right track. According to a senior entertainment journalist, who is now entertainment program producer, Nas Ahmad, the ethics in entertainment media in Malaysia is exacly following the other media ethics as there is no specific media ethics guideline provided particularly for entertainent industry,

To Nas Ahamd, media practitioner in entertainment must know to balance between the needs of ethics and sensationalism as the presentation of entertainment news story are mostly based on. For an example, in a story, one can add music background or editing video to give sensational impact to the story, however, what is yes should stay as yes and what is no should stay as no. A media practitioner cannot add any unconfirmed facts.

Among the common issues in entertainment media ethics in Malaysia are fair comment, confidentiality of source, and privacy. Nas Ahmad commented on fair comment issue where he stated that when a journalist get information about certain issue, what he/she must do is to find the persons involved in the issue, ask for clarification or statement from both sides.

For the issue of confidentiality of source, when a journalist get source or story from other person, they cannot reveal who is the informer to the persons in the issues. “Media practioner has to know whether a story that is related to personal matter of celebrity is suitable to be published or it will defame the related persons”, Nas Ahmad said.

In cases where he found that the personal story of a celebrity was highly potential to embarrass the celebrity or touches the issue of privacy invasion, he decided to kill the story.

One element that makes one issue related to privacy can be published is when it happened in public place. When public figures did something which can tarnish their reputation in public place, story like this can be published.

Take the example of the case where Melodi aired a clip of a married couple (both are actor and actress in Malaysia) were quarelling in front of media after the husband was caught having affair with another actress. In this case, the media were not at fault to air the footage as they both quarelled in public space. Although Melodi has received many criticisms after they aired the clip, it is the media role to show what is truly happening at the site.

Overall, to Nas Ahmad, the media ethics in entertainment industry in Malaysia is still good and sat the right track. As long as the media practitioner themselves know the boundaris of ethics and unethical practice, media in entertainment industry will be not be labelled as unethical.

Nas Ahmad, a senior entertainment journalist, well-known in Terjah segment aired on Melodi TV3.

DENTSU ISOBAR IDEAS WITHOUT LIMITS

Written by Samiyah Nur Hasyimah and Nur Hawa Shafiqa

Isobar is one of the digital agencies that provide its clients with variety of business strategies planning. Isobar main objective is to guarantee its clients’ delight by offering them the best at their service. Isobar creates “Ideas without Limits” and provides the clients with strategies of no boundaries. Isobar is the digital marketing agency that was founded in 2003 that headquartered in London. It has won 250 awards in 2016 from all around the world and it is a part of the Dentsu Aegis Network, where it is wholly owned subsidiary of Dentsu Inc.

Isobar in Malaysia is managed by Ben Chew. He acts as a managing director, assisted by two others, San Yen Liew and Birdie Ting. Dentsu Isobar is a full-service digital agency that offers one-stop solutions to meet the need for increasingly sophisticated and diverse digital marketing. Isobar helps clients to reach their goals by combining various solutions to facilitate communication between corporations and consumers.

Mr. Ham Maghazehe, our interviewee is the Head of Social Media in Isobar Malaysia. He graduated in Masters’ Degree in Communication. His major is advertising. Isobar plays its role in combining creative, strategic, technology and brand commerce expertise to deliver positive business transformation for brands including Adidas, Coca-Cola, Enterprise, Google, GM, Huawei, Kellogg’s and P&G.

Isobar’s method in communication planning is divided into three elements. The elements are listening and planning as well as engaging its audiences. The plan starts by monitoring its clients’ social media. While monitoring the clients’ social media, the data of its audiences would be analyzed and from there, they will try to understand their audiences’ demand.

Once Isobar’s staff monitored the audiences, they will begin to come out with the objectives related to what client desired. In order to achieve the objectives listed, they require a number of specific strategies and context.

Afterwards, Dentsu Isobar engages its audience by creating contents that fulfill audience’s demand to ensure the message received successfully to the audiences. Once the content had been published, they will start their connection and try to make conversation with the audiences through the social media.

Dentsu Isobar provides its clients with business planning strategy development. One of the strategies is to run a campaign to get connection with its audiences. Apart from that, Dentsu Isobar does user research communication planning to gain new followers as well as to keep in entertaining the existing followers. This creative agency is a platform for solution development, service and platform development and the client’s technology partners. It is also a product development and gives innovation support to its clients.

The key players are important in determining the market space which is dominated by five different companies which are Facebook, Twitter, LinkedIn, YouTube and MySpace. MySpace was the big players in the social media marketplace long before Facebook has been introduced among society. However, MySpace has not been able to keep up with the rapid growth of social media sites.

There are three main key players for Isobar’s clients which are Facebook, followed by Instagram and Twitter. Isobar uses Facebook as their main campaign to market and advertise its client’s products. Although Facebook is not preferable social sites among youngsters, its main social sites used is Facebook because it is suitable for every product campaigns.

It posts a few contents on Twitter because it is not their main platform in order to engage its audiences even though Twitter is popular among Malay audiences. Instagram is a platform used by them to reach higher audiences instead of depending on Facebook only.

In developing social media presence, there are four basic steps that social media manager need to fulfill. The four basic steps are engaging the audience, content development, promote and evaluate.

In addition, Isobar staffs also make efforts to communicate with the audiences. They give response on their client’s behalf concerning all complaints and questions they got from the social sites. However, Mr. Ham said that should they could not answer some of the questions from the audiences, they will refer to their clients to avoid conflicts in future.

According to Mr. Ham, the contents that were created are based on the discussion after liaising with their client. Once they get the approval from the clients, they will brief the creative team on how to create the creative content for their client in order to make sure it is interactive and suitable for their audience. He also mentioned the creative content that was created is photos, videos and GIF.

He added that the process of managing Facebook fan page will be handled by Social Media Executive to monitor the contents whether it is effective or not for their target audience. If it does not work, they have to liaise with client on the strategy in developing the content.

The promotion method that has been used by Isobar Malaysia in promoting the page and engaging with the target audience is through paid and organic social media. The paid advertisement requires the advertiser to pay small amount to Facebook site where Facebook ads play its role by crossing the newsfeed of target audience that has been set up by the advertiser.

Isobar had mentioned that they use TalkWalker as their tool of evaluation in order to investigate what social media users talking about the brands or products through social listening. TalkWalker has been used by brands and agencies from all around the world where it plays it roles in monitoring and analyzing the online conversations on social networks.

On the other hand, Socialbakers software plays its role to monitor the Facebook page for their client’s page whether the Facebook page performance is good or otherwise. The function of the software is the same as Google Analytic but it is specific on the analysis of Fan Pages activities through Facebook plug-ins.

This circumstance has opened the opportunity towards social media owners to take this advantage by providing space for advertiser to advertise their product and brand by setting up a campaign through social media platform in order to get engaged and be seen by many.

Other than that, social media is an alternative platform for advertiser to advertise their advertisement with efficiency in targeting the audience and it also provides the reasonable price where the advertiser can post the advertisement anytime they feel suitable with their target audience time. Thus, it shows that social media has its capabilities in helping the advertiser to get engaged with target audience and also helps in managing the audience through its networks.