marketing interactive

ION Orchard is rolling out a new culinary and retail campaign as brands look to tap into heightened consumer interest surrounding the FIFA World Cup 2026. Dubbed “Your table awaits”, the campaign runs until 31 July and will see the mall transform into a dining and lifestyle destination through a mix of experiential activations, limited-time pop-ups, exclusive dining offers and member rewards. Leading the line-up is the Singapore debut of Japanese dessert brand Cheese Wonder, which is setting up a limited-time pop-up at ION Station until 3 July. Known for its frozen cheese desserts and limited releases in Japan, the brand will offer its signature Cheese Wonder and Wonder Sand products to local shoppers. Don’t miss: Beyond the hype: How APAC brands are rewriting the pop-up playbook Meanwhile, Armani Beauty is hosting a pop-up at the mall’s Level 1 Atrium until 21 June, showcasing its new “Power of you” fragrance collection and updated Luminous silk foundation range alongside exclusive gifts and promotions. The campaign also features a line-up of World Cup-themed retail experiences across the mall. Among the highlights, Bacha Coffee is offering complimentary disposable drip coffee filters with purchases of its World Cup Coffee at its ION Orchard outlet, while Levi’s has launched a FIFA World Cup 2026 retro ringer tee collection inspired by national teams including Argentina, Brazil, England and Japan. Meanwhile, POP MART has introduced a limited-edition The Monsters x FIFA World Cup 2026 collection featuring plush pendants, dolls and football-themed accessories. Putting the spotlight on its dining offerings, ION Orchard has also partnered with participating tenants to introduce exclusive menus and promotions during the campaign period. At 1-Atico, guests can enjoy discounts on selected dining experiences, while visitors to Atico Lounge can take part in a dice-roll challenge for a chance to receive up to 50% off their total bill. Elsewhere, The Marmalade Pantry is offering a weekday cupcake-and-beverage pairing promotion, while TWG Tea has introduced a special price for its Gentleman’s Symphony Tea Set. The campaign will also feature wellness promotions from Spa Elements, including discounted massage and facial packages. In tandem with the campaign, ION Orchard is rewarding sports enthusiasts through its loyalty programme. Between 10 and 20 July, the first 100 ION+ Rewards members monthly who spend at least SG$150 in a single receipt at participating sports retailers will receive 75 ION+ points, equivalent to SG$30 in e-Vouchers. The campaign also forms part of ION Orchard’s broader loyalty strategy, with ION+ Rewards members able to access additional shopping perks and personalised rewards through the mall’s mobile app. “ION Orchard has always been committed to redefining the luxury shopping and lifestyle experience on Orchard Road, and our culinary campaign during the World Cup season is a testament to that promise,” said Yeo Mui Hong, CEO of Orchard Turn Developments. She added, “This campaign brings together the energy of ’The beautiful game’ with the finest in dining, retail and member privileges. Whether you are a football enthusiast, a gastronome, or a discerning shopper, there truly is a table awaiting you at ION Orchard.” The latest campaign continues ION Orchard’s strategy of tying retail experiences to major global events. Last year, the mall launched “Live the race at ION Orchard“, a Formula 1-themed campaign that ran alongside the Grand Prix Season Singapore and autumn fashion season. Running from 22 September to 12 October 2025, the initiative transformed the mall into a race-inspired destination through brand activations, car displays, immersive pop-ups and seasonal promotions, blending the excitement of motorsports with luxury retail experiences. Related articles: Why the World Cup’s biggest screen may no longer be the only one that matters   The FIFA World Cup is coming to McDonald’s, and Grimace made the squad   adidas brings World Cup fever to pets in Singapore  source

Accenture Song has agreed to acquire creator and social agency Whalar from Whalar Group, marking a major expansion of its creator economy capability. The deal will see Whalar become part of Accenture Song, adding scaled creator and influencer engagement to its customer growth offering. Whalar has delivered more than US$600 million in creator campaigns, spanning tens of thousands of collaborations across more than 40 countries and 15 languages. The acquisition comes amid shifting media consumption habits. A recent TikTok whitepaper showed creator-led marketing across Asia Pacific is projected to generate US$1.2 trillion in commercial contribution by 2030, up 1.4 times from 2025, as authentic content becomes a measurable driver of brand and business performance.  Whalar’s co-CEOs, Emma Harman and Jo Cronk, will join Accenture Song alongside their team of more than 170 employees across the United States, United Kingdom, Ireland, Germany and Spain. “Accenture Song exists to help the world’s most ambitious companies grow – and today, growth is inseparable from relevance,” Ndidi Oteh, CEO of Accenture Song, said. “Social is where brands are discovered, where modern commerce is happening and where consumer habits tell us what products and services are going to win next. Whalar brings a creator capability that strengthens how we drive meaningful impact and growth for clients.” “The creator economy demands a new kind of expertise, one that blends authentic creator relationships, deep platform knowledge, and the technology to activate both at enterprise scale,” Dimitri Maex, global marketing practice lead at Accenture Song, said. “Bringing Whalar into Accenture Song lets us pair creator authenticity with the intelligence and scale to deliver work that’s not just produced but felt. Because as the agentic economy grows, what wins won’t be the most content – it will be what is most original and the most human.” Whalar Group will retain ownership of its remaining portfolio companies, including Sixteenth, Foam, Moby Ventures, The Lighthouse, and The Business of Creativity. These entities will continue to operate independently under co-founders Neil Waller and James Street. Concurrently, Whalar Group and Accenture Song will enter a three-year strategic partnership focused on industry innovation and cross-network collaboration. “We’re incredibly proud of what the team has built over the past decade,” said Neil Waller and James Street, co-founders & co-CEOs of Whalar Group. “Accenture Song operates at a level of scale and ambition that is truly unique, and we believe there is no better partner to take Whalar agency to its next phase of growth.” This transaction follows several recent acquisitions by Accenture Song designed to scale its social and creator capabilities, including Superdigital in 2025 and Unlimited in 2024. Related articles: Accenture snaps up marketing and sales firm Brand LearningAccenture strengthens leadership team in Southeast Asia source

For years, Singapore has been the natural Southeast Asia headquarters for global companies. That perception still largely holds, but the way companies use Singapore is changing. Recent examples such as Tiger Beer, H&M, Gardenia Foods and Yeo’s moving or placing more headquarters or operational functions elsewhere in the region point to a broader shift: companies are no longer assuming every regional function needs to sit in Singapore. More are distributing operations across Malaysia, Vietnam, Thailand and other ASEAN markets, particularly for manufacturing, shared services, technology support and scalable execution-heavy roles. This is not a story of companies abandoning Singapore, but of becoming more deliberate about how they use it. As Raymond Ng, CEO, SG and SEA at Revolut Singapore, put it:  What has evolved is not Singapore’s relevance, but how businesses organise themselves across the region. While Singapore remains a hub for leadership and regional decision-making, neighbouring markets are increasingly taking on operational and cost-sensitive functions. Don’t miss: Beyond the rivalry: Why the HK–SG brand story is stronger together  A more distributed ASEAN model The traditional regional headquarters model concentrated most functions in Singapore. That is becoming less common. Companies are increasingly building regional structures where Singapore remains the leadership and coordination hub, while operational teams are spread across lower-cost or faster-scaling markets. Ng said many businesses are adopting “more distributed operating models across ASEAN to access specialised talent, serve local markets more effectively and optimise costs.” Yet he added that strategic leadership, innovation, governance and regional decision-making often remain concentrated in Singapore because of its connectivity, regulatory stability and depth of expertise. Greg Cazalis, principal consultant for commerce contract at Robert Walters Singapore, made a similar point. Companies are still placing regional leadership and strategic roles in Singapore, while moving operational, shared services, technology support and manufacturing functions to markets where costs are lower and talent pools can scale more quickly. The drivers are largely practical. Rising labour costs, rental costs and broader operating expenses have pushed companies to reassess whether every role needs to be based in Singapore, with businesses seeking greater cost efficiency, talent scalability and operational flexibility elsewhere in the region. Malaysia has become especially attractive because of its proximity to Singapore, bilingual talent pool, lower costs and growing capabilities in shared services, finance operations and technology support. Meanwhile, Vietnam continues to attract manufacturing and technology investment, supported by a young workforce. Thailand remains strong in manufacturing and supply chain ecosystems, particularly in sectors such as healthcare and FMCG, explained Cazalis. The shift has also been made easier by improved digital connectivity and communication tools following the pandemic, said Brian Lee, economist at Maybank Securities. Companies can now split functions across markets more easily while keeping teams integrated. Lee noted that this offshoring dynamic is not new. Labour- and land-intensive production activities have long moved out of Singapore, while knowledge- and capital-intensive operations remained. Back-office functions such as payroll, IT helpdesk and basic accounting processing have also been offshored to more cost-competitive hubs. What is different now is the sophistication of the model. Companies are not only moving basic support work, but are designing more regionalised structures, with different ASEAN markets playing different roles. This is why the shift should not be read simply as Singapore losing ground. Rather, the headquarters function itself is being redefined. As Cazalis described it, companies are increasingly adopting “role segmentation”, keeping higher-value, business-critical and leadership functions in Singapore while distributing execution-heavy and scalable operational work across the region. Singapore’s premium still rests on trust Singapore’s challenge is not simply that it is expensive. It is whether companies continue to see enough value to justify that expense. For some functions, the answer is increasingly no. Shared services, operational support, marketing execution and some technology support roles can often be located in lower-cost markets without major loss of effectiveness. However, for functions that require senior stakeholder management, regulatory engagement, regional strategy, specialised expertise or proximity to leadership, Singapore still offers strong value. That value rests first on trust. “For global businesses, particularly those operating in highly regulated industries such as financial services and technology, a stable and predictable environment is critical. Singapore’s regulatory framework, strong institutions and reputation for transparency continue to be significant differentiators,” said Ng.  Lee made a similar point, citing Singapore’s predictability, rule of law, intellectual property protections and technocratic macroeconomic management as qualities that remain highly prized by companies making long-term investment decisions. Singapore’s advantages also extend beyond regulation. Its supply chain connectivity, efficient seaport and airport infrastructure, and relative immunity from major natural disasters continue to reduce business risk. Just as importantly, its dense concentration of multinational corporations, investors, financial institutions, technology companies and global talent creates a self-reinforcing ecosystem: companies attract talent and partners, which in turn attract more companies. Lee added:  This strong set of strengths have yet (and are not easy) to be replicated elsewhere in neighbouring countries. This is why Singapore remains difficult to replace for complex, high-value regional functions. As Cazalis noted, its edge is not being the cheapest location but being the most trusted and efficient one, particularly for sectors such as financial services, healthcare, pharmaceuticals, commodities and regional corporate leadership. “Brand Singapore” must move up the value chain The question, then, is how Singapore applies those strengths in a more decentralised ASEAN model. One answer may be closer integration with neighbouring markets rather than direct competition with them. Lee pointed to the Johor-Singapore Special Economic Zone as one way Singapore can continue to capture value from offshored activities, by supporting “twinning” investments where economic activities are split between Singapore and Johor. Such models could become increasingly common: regional leadership, legal, finance, product strategy or investor-facing functions remain in Singapore, while manufacturing, shared services, support or logistics functions sit in Malaysia. In that sense, Malaysia’s rise is not only a competitive threat, but also a potential extension of Singapore’s regional value proposition. The broader lesson is that “Brand Singapore” can no longer rely solely on infrastructure, tax incentives, connectivity and ease

GOMO by Singtel (GOMO) has launched its broadband offering with an experiential campaign that uses premium haircuts as a metaphor for value, positioning affordability as something that does not require compromise. The “Budget done better” campaign was developed in collaboration with Publicis Chemistry and 35A Studio, led by creative director and co-founder Junz Loke. It centred on the idea of “Cut costs, not your standards”. At the heart of the campaign is a category tension familiar to broadband consumers: the trade-off between price and perceived quality. While lower prices and faster speeds dominate telco messaging, GOMO identified a more human concern beneath the specifications: what “cheap” actually costs in terms of reliability and experience. Don’t miss: Singtel turns tourist SIM into pocket-sized AR tour guide  According to Lynette Poh, head of brand, engagement and loyalty at Singtel Singapore, that tension is what shaped the creative direction. Haircuts, she said, offered a universally understood reference point for that trade-off. “Everyone knows a bad budget haircut story. You tried to save money, and you paid for it, just not in the way you expected. That gap between the price paid and the experience received is exactly what we wanted consumers to think about. The insight is simple: people don’t fear cheap. They fear what cheap costs them,” said Poh.  As part of the activation, GOMO offered members of the public a signature haircut experience by Junz and the Studio 35A team, typically valued at over SG$200, for SG$29.99. The experience was designed to translate the broadband proposition into something physical and immediate, despite broadband itself being an intangible service. Rather than relying on conventional messaging around affordability, the activation placed consumers directly inside the proposition, allowing them to literally choose between a budget haircut or a premium experience at an accessible price point. The format, Poh said, was intentional in shifting the conversation from explanation to experience, particularly in a category where trust is difficult to earn and competitors often default to technical specifications. “‘Trust us, it’s good’ is probably the oldest and least convincing message a brand can deliver. Especially in a category where skepticism is baked in, and others default to talking about prices and technical specifications because they’re the easiest things to communicate,” explained Poh.  “We wanted to do the opposite. Rather than tell people that paying less doesn’t mean compromising, we wanted them to experience it for themselves through the haircut. In our case, you’re either in the chair or you’re not.” The campaign also leaned on creative partnership to reinforce its message. Junz Loke and Studio 35A were selected not for celebrity appeal, but for their reputation in craftsmanship and quality, a deliberate reflection of the “Budget done better” positioning. Their involvement extended beyond endorsement, with the salon experience itself acting as proof of concept. Customers were not just told about quality at a lower price; they experienced it firsthand through the service delivered. To extend the idea beyond the salon, GOMO rolled out a flashmob across Everton Park, Chinatown and Little India featuring walkers in intentionally mismatched purple wigs. The street activation was designed to inject visibility, curiosity and contrast into everyday environments. The wigs represented the opposite of the campaign promise and served as a visual shorthand for “budget done badly”, where cost-cutting comes at the expense of standards. By placing these moments in public spaces, GOMO aimed to turn the campaign into an interactive street-level conversation rather than a static brand message.  According to Poh, awareness and consideration shifts for GOMO Broadband will be key measures of success, with the brand aiming to strengthen consumer understanding of its broadband offering and position itself as a credible and reliable option when selecting a home broadband provider. Beyond traditional performance metrics, GOMO is also looking at softer brand signals, particularly whether the “GOMO” brand resonates beyond the campaign itself. Ultimately, success would be reflected in whether consumers, media and creators begin associating GOMO by Singtel with the idea of “Budget done better”, and organically use the phrase in conversations around broadband value and pricing. GOMO has consistently positioned itself as a digital-first, value-driven challenger brand in Singapore’s highly competitive telco market, targeting consumers who prioritise flexibility, transparency and affordability over traditional bundled telco plans. In 2023, the brand rolled out a 360-degree campaign for its “Data bank” feature, aimed at tackling unused mobile data. Developed with Publicis Groupe Singapore, the campaign took a social-first approach, encouraging users to share real-life examples of data wastage via Instagram stickers and user-generated content. It was supported by out-of-home executions and influencer collaborations with creators such as Austin and Ashley Soon (@soonbros) and Nicole Liew. The initiative sought to reposition leftover data as recoverable value, reinforcing GOMO’s broader focus on utility, transparency and everyday savings. The latest broadband campaign builds on this value-led positioning, extending the brand’s approach of translating abstract telecom propositions into tangible, lifestyle-led experiences. The launch comes amid a broader shift in Singapore’s telco landscape, where operators are increasingly moving beyond price-led messaging to build lifestyle-driven brand ecosystems. Most recently, players such as Circles.Life have also expanded in this direction, with its “Live unhinged” platform and Circo mascot reflecting efforts to embed the brand into everyday consumer culture beyond connectivity. Related articles:   Singtel taps ex-Telkomsel and Indosat marketing chiefs for senior leadership roles  Singtel extends decade-long support for National Gallery Singapore Singtel’s Gomo drops original beat with Benjamin Kheng  source

Former Milk & Honey PR Singapore partner and CEO Meilin Wong has launched Ember42, a Malaysia-based reputation and growth advisory aimed at helping businesses make stronger PR and marketing decisions. The consultancy is designed to support businesses expanding within Malaysia, entering the market, or scaling across Southeast Asia, where growth ambitions can often expose gaps in positioning, reputation management, team structures, partner performance and commercial alignment. At launch, Ember42 has secured two retained mandates. The first involves supporting a Malaysia-based plant nutrition company as it recalibrates its marketing function to better align with business objectives. The second will see Ember42 establish and manage the PR function for a Malaysian real estate company as it looks to engage new audiences across the region. Don’t miss: Boutique reputation firm The Brand Imprint opens shop in Singapore According to Ember42, the launch comes as businesses across Southeast Asia face growing pressure to build visibility, credibility and demand in increasingly complex markets. The advisory cited the Milken Institute’s Global Opportunity Index 2026, which ranked Malaysia 23rd globally and the strongest investment environment among six Southeast Asian growth markets analysed. Singapore ranked seventh globally. In a statement to MARKETING-INTERACTIVE, Wong said Malaysia’s growing regional influence made it an attractive base for businesses looking to expand. “Malaysia is a serious market with real regional ambition. Local businesses are looking beyond home, while international businesses are increasingly looking at Malaysia as a launchpad into Southeast Asia,” she said. “However, expansion in either direction can expose challenges such as inconsistent positioning and messaging, stretched teams, fragmented partners, or PR, marketing and sales pulling in slightly different directions.” She added that Ember42 was created to help businesses address those challenges before committing significant budgets or resources. Unlike traditional agencies that typically work from campaign briefs, Ember42 positions itself as an advisory partner engaged earlier in the decision-making process. The firm works with businesses to identify areas that need strengthening, simplifying or restructuring before major investments are made in marketing, communications or external partnerships. Wong brings more than three decades of experience across public relations, strategic communications, marketing, go-to-market and commercial strategy across Southeast Asia and the wider Asia Pacific region. She most recently served as partner and CEO of Milk & Honey PR Singapore and Southeast Asia for nearly three years, where she led the agency’s regional operations and growth. Prior to that, she held senior leadership roles at agencies including Team Lewis and WE Communications.  “Most people would not buy or renovate a house without checking what needs to be fixed, upgraded, changed or removed,” Wong said. “Yet many businesses invest in PR and marketing without applying the same discipline, even though these functions can have significant impact on reputation, trust and growth. That is the gap Ember42 is set up to address.” The launch comes amid a growing number of communications and marketing consultancies establishing a presence in Malaysia as the country strengthens its position as a regional business hub. Most recently, former TikTok Southeast Asia insights and operations lead Hooi Yin Yin and former Google senior account manager Kek Zhi Chen launched SPARKers, a consultancy in Malaysia aimed at helping brands move beyond fragmented and vanity metric-driven marketing approaches. According to Hooi, the consultancy was created in response to what she described as a widening disconnect between marketing activity and business outcomes. Earlier this year, independent agency W Communications also expanded into Malaysia, appointing Kiersten Chaik as country manager to lead the market and drive growth. Chaik oversees a local team providing consumer, corporate and integrated communications support, working closely with W Communications’ Singapore headquarters to deliver regional campaigns and counsel. Related articles: Audi, Volkswagen, Agoda, Uni of Reading, and GoRental pick PR agency in Malaysia  Former AirAsia brand co. CEO Rudy Khaw launches Lobby Hours   HYP Global strengthens founding bench with ex-Leo Malaysia creative group head source

The Singapore Kindness Movement (SKM) is turning to long-form content and one of Singapore’s most recognisable mascots to spark conversations around kindness, respect and belonging. As part of its broader “Be greater, together” platform, SKM has released a special episode of the Singa Podcast featuring President Tharman Shanmugaratnam in conversation with Singa the Kindness Lion. Created in collaboration with creative agency PROTOCOL, the episode explores themes such as mutual respect, kindness in the workplace and Singapore’s future. According to Karun S’Baram, deputy director of strategic marketing and communications and Michelle Tay, executive director at SKM, the idea stemmed from an internal discussion about how kindness is woven into Singapore’s identity and its ability to bridge differences across communities. Don’t miss: GE2025: Are podcasts the new political battleground? “The idea for this episode actually started with a chat among our team about how kindness is woven into Singapore’s DNA, and how it can bridge gaps across different communities,” they said. “Half in jest, we thought it would be wonderful if our mascot, Singa the Kindness Lion, could sit down with the President to talk about this. So Singa wrote him a letter, and to our absolute delight, President Tharman said yes.” The timing, they added, felt particularly relevant given the President’s longstanding advocacy for multiculturalism, mutual respect and creating a stronger sense of belonging across society. The episode sits at the heart of SKM’s “Be greater, together” campaign, which encourages Singaporeans to move from a mindset of “yours and mine” to one focused on collective responsibility and community. Rather than producing a traditional short-form campaign asset, SKM opted for a podcast format to create space for deeper conversations around empathy and kindness. “We intentionally chose a podcast format over a traditional 30-second campaign video because kindness and empathy aren’t things you can rush. They need real, unhurried conversation,” said S’Baram and Tay.  “A podcast gives us the space for nuance, warmth and authenticity to come through naturally. It also happens to be a format that resonates really well with younger audiences who value authentic, long-form content over polished advertisements,” they added. The initiative also marks an effort by SKM to evolve Singa’s role for a new generation of Singaporeans. According to the organisation’s latest Graciousness survey, nearly four in five Singaporeans recognise Singa, while more than half can correctly recall the mascot’s name. In addition, 89% associate Singa with being a reminder to be kind or courteous. “These findings show that Singa isn’t just a nostalgic childhood icon; he is still a friendly, spontaneous prompt for positive behaviour,” they said. “By putting him in a podcast setting, we are bringing him into the modern conversations Singaporeans are having today.” The episode also places a spotlight on workplace kindness, an area SKM believes remains highly relevant given the amount of time Singaporeans spend at work. According to research by the organisation, 65% of employees who experience kindness from colleagues say it makes them happier to go to work. The findings also point to respectful communication and appreciation from colleagues and managers as key drivers of positive workplace culture and mental wellbeing. When it comes to measuring success, SKM said it is looking beyond traditional campaign metrics. While views and engagement will be tracked, the organisation said its primary objective is whether the conversation resonates with Singaporeans and reinforces the idea that kindness and mutual respect are everyday choices rather than abstract ideals. “The truest measure of impact is whether Singaporeans walk away feeling that kindness and mutual respect aren’t lofty, out-of-reach ideals, but simple, everyday choices we can all make. A kinder, more gracious Singapore is something we build together,” said S’Baram and Tay. The latest podcast episode continues SKM’s recent efforts to experiment with new formats and storytelling approaches to engage Singaporeans on issues of kindness, empathy and social cohesion. Last year, the organisation generated buzz through “Operation glitch out“, a social media stunt that saw it wipe its social channels and post a series of cryptic, glitch-themed teasers ahead of a new PSA series. Produced with local agency Bless7Up, the campaign featured local personalities including Benjamin Kheng and used surreal, arts-based storytelling to spotlight everyday acts of neighbourliness, appreciation and mutual support. Related articles: SKM serves up friendly rivalry and sweet treats in cheeky CNY film  SKM, HDB celebrates SG60 with time-travelling kindness film trilogy  Why you don’t necessarily need to create a podcast source

Made by ikigai has launched “Origami”, a standalone music catalogue positioned as an alternative model for bespoke music production, as the industry continues to grapple with the trade-off between speed and craft. “Origami” is a curated library of pre-composed tracks created by human artists, designed to be adapted to film projects once a brief comes in. Rather than starting from scratch on every project, music creatives select existing compositions and tailor them to fit the edit, allowing clients to test how the music works against their film earlier in the process. Don’t miss: Naga DDB Tribal turns up the volume on sonic branding with Amplitone  The model removes what the company describes as a common friction point in production timelines, where traditional bespoke scoring can take several days or weeks, often leaving limited room for iteration once an edit is already advanced. Speaking on the launch, Ryan Dickinson, founder of made by ikigai, said the approach has already been tested with clients over the past year. “We’ve been quietly running this model with clients for over a year. It helps take the guesswork out of whether an existing track will fit a film, or whether a bespoke brief will come back as expected a few days later,” he said. Rather than using algorithmically generated or AI-composed music, “Origami” is built entirely from human-composed work, with tracks selected, reshaped and adapted depending on the brief. Early adopters include agencies such as VCCP, Ogilvy and Wieden+Kennedy, with the model being used on projects where timelines are tight but craft remains a priority. Dickinson pointed to Airwallex’s collaboration with McLaren F1, “Shifted perspectives”, produced by Whale, as an example of how the approach is used in practice. In that case, the team selected an existing composition, adapted it to a near-final edit, and worked with the original composer to re-record elements based on client feedback. “This allowed us to deliver an original track with a real artist behind it, but within a timeline and iteration cycle that traditional bespoke scoring would struggle to match,” he said. Made by ikigai first expanded into APAC in January 2025 as a full-service music agency specialising in music and sound for advertising, gaming, TV and film.  In conversation with MARKETING-INTERACTIVE at the time, Dickson said the agency’s focus has always been to keep things personal and develop relationships as organically and in person as possible while having a global reach. “Our aim isn’t to be the biggest in the world, but to instead achieve sustainable and steady growth whilst living our personal ikigai’s,” explained Dickinson Some of its clients across the globe include McDonald’s, Amazon and Disneyland Hong Kong.  Related articles:    Spotify joins forces with major labels to develop ‘artist-first’ AI music tools  VIRTUE Asia taps ex-VaynerMedia creative director to lead entertainment branding  Sonic branding will gain traction: But what is the recipe for success? source

OpenAI has filed confidentially for an initial public offering (IPO), marking a significant milestone for the artificial intelligence company as it enters what its leaders describe as the “third phase” of its evolution. In a brief announcement, OpenAI said it had recently submitted a confidential draft registration statement on Form S-1 to the US Securities and Exchange Commission (SEC). “We expect it to leak so we’re just announcing it,” the company said, adding that it has not yet decided on the timing of a potential public offering. Don’t miss: OpenAI reportedly plans ChatGPT ‘superapp’ overhaul “It may be a while because there are things we want to do that are likely easier as a private company. But it’s a complicated set of tradeoffs and this gives us the option to go public sooner if that ends up being best,” it added. The filing does not guarantee an IPO and OpenAI said any future securities offering would be conducted in accordance with US securities regulations. The announcement came alongside a blog post by CEO Sam Altman and chief scientist Jakub Pachocki outlining OpenAI’s long-term ambitions for artificial intelligence and the company’s next stage of growth. In the post, Altman and Pachocki compared AI’s potential impact to the widespread adoption of electricity, arguing that AI should become broadly accessible rather than concentrated among a small number of institutions. “A good AI future cannot be one where a small number of institutions control most of the capability and most of the upside,” wrote Altman and Pachocki.  According to the pair, OpenAI is now entering its “third phase” after first operating as a research organisation and later becoming a product company through the commercialisation of technologies such as ChatGPT. “The economy is beginning to reshape around AI. The central question now is how to make advanced AI abundant, affordable, safe, useful, and easy enough for every person and organisation to benefit from it,” they said. The company outlined three primary goals for the coming years: building an automated AI researcher capable of accelerating scientific discovery, driving economic growth through AI-powered productivity gains, and providing every person on Earth with access to what it described as a “personal AGI”. OpenAI also revealed an internal expectation that AI systems could perform a significant share of the company’s research work alongside human researchers by March 2028. At the same time, Altman and Pachocki stressed that human oversight would remain essential as AI capabilities advance. “Entirely automating everything is not the future we want. It would be unfulfilling, and it would be dangerous,” they wrote. The pair also renewed calls for international coordination on frontier AI development, arguing that global safety standards and cooperation would become increasingly important as more powerful systems emerge. The move comes shortly after Anthropic confidentially submitted a draft registration statement for a proposed IPO to the SEC. In a brief announcement last week, the AI company said the filing would give it the option to go public once the regulator completes its review process. Anthropic said the proposed offering remains subject to market conditions and other factors. The company added that the number of shares to be offered and the pricing of the IPO have yet to be determined. Related articles: OpenAI eyes deeper APAC growth with new marketing head Anthropic moves on Australia as AI race with OpenAI heats upOpenAI deepens Singapore bet with SG$300m investment  source

100PLUS is stepping beyond the sports arena and into pop culture territory with its first-ever collaboration with POP MART, in a move the brand says marks its “most culturally significant partnership to date.” Launched at the end of May this year across Singapore and Malaysia, the partnership brings together 100PLUS’ “LIVE100” brand philosophy and POP MART’s KUBO character from the “Walks of life” series, which celebrates individuality, everyday passion and personal journeys. In conversation with MARKETING-INTERACTIVE, Siew Peng Yim, managing director of F&N Foods Singapore and YFI Malaysia, said the collaboration reflects a deliberate evolution of the hydration brand from performance-led messaging to everyday relevance. Don’t miss: Can fashion sell hydration? 100PLUS steps into fashion territory “While 100PLUS is traditionally recognised for fueling sports performance, optimal hydration is ultimately about empowering people to show up at their best across all facets of life,” he said. “With LIVE100, the brand is going beyond sports and championing hydration as an everyday essential. Partnering with POP MART allows us to cross over into modern lifestyle culture and connect with today’s youths.” At the heart of the campaign is KUBO’s “Walks of life” universe, reimagined through LIVE100 to position hydration as part of daily routines, consistency, and self-expression rather than just peak athletic moments. The brand is targeting more than 10 million Gen Z consumers across Singapore and Malaysia, tapping into what it describes as a shift in how younger audiences view wellness and movement. Siew noted that Gen Z’s relationship with activity and identity played a central role in shaping the collaboration. “Gen Z views wellness, fitness and life goals differently,” he said. “They are more passionate about self-expressive, casual physical activities such as skateboarding, dance or social run clubs than competitive sports.” He added that the generation’s preference for identity-led consumption also influenced the type of merchandise developed for the campaign. Every item they carry, wear or consume serves as an extension of their personal aesthetic, influencing why the brand leaned into streetwear-style accessories such as skateboard keychains, socks and tote bags.  The collaboration also introduces 100PLUS “Go grape zero sugar”, the latest addition to its portfolio. The Muscat grape-flavoured variant contains zero sugar and zero calories, positioned as a hydration option for Gen Z consumers navigating fast-paced, multi-activity lifestyles. In addition, 100PLUS and POP MART have co-created a limited-edition 3D KUBO Power Kick figurine designed by artist BAO, drawing inspiration from football as a universal cultural touchpoint. The design shows KUBO mid-kick, symbolising movement, momentum and shared cultural energy around the sport. Siew said authenticity was central to the partnership selection. “POP MART’s KUBO character was selected because the ‘Walks of life’ series celebrates individuality and personal journeys,” he said. “The collaboration reflects 100PLUS’ continued evolution into everyday living, supporting people wherever life takes them.” He added that success will not be measured purely through redemption numbers. “We continue to build brand affinity by forging deep emotional connections by ensuring our core values and experiences align with consumers’ beliefs,” he said. From end May to July 2026, the campaign will roll out across Singapore through a series of retail, on-premise and digital activations. Shoppers can redeem exclusive KUBO-themed merchandise through tiered spend mechanics across supermarkets, convenience stores, petrol marts, minimarkets and eCommerce platforms such as F&N Life and RedMart. Items include tote bags, coin pouches, socks, shoe bags, skateboard keychains and cushions, while selected vending machines will also feature blind bag collectibles. Siew said social platforms will play a key role in extending the campaign experience beyond retail touchpoints. “Both brands are targeting digitally native Gen Z audiences,” he said. “For the collector community, social media acts as a crowd-sourced space to track restocks and availability.” In tandem, Kevin Zhang, head of brand partnerships and activations, POP MART, APAC, said, “KUBO’s ‘Walks of life’ series is about celebrating individuality and the passion behind each personal journey. Through this collaboration with 100PLUS, we are extending that idea into everyday experiences, showing how staying well-hydrated empowers individuals to keep moving forward in their own way, with confidence and purpose.” Artist BAO described the design intent behind the KUBO Power Kick figurine as capturing a natural, in-the-moment sense of movement that feels both familiar and spontaneous. BAO noted that football’s universal appeal and timing within a year of global focus on the sport helped shape the concept, with the figurine’s kicking motion reflecting resilience, forward momentum, and the idea that progress comes through steady, everyday movement rather than sudden leaps. F&B brands have been increasingly leaning into POP MART collaborations as a way to tap into the growing appetite for collectible-led marketing among younger consumers. Pizza Hut Singapore previously partnered POP MART for a limited-edition Molly merchandise drop exclusive to the local market. The collection, which included designs such as Tropical Molly, Skater Molly and DJ Molly, was sold via Pizza Hut’s website and app, with items ranging from tumblers and tote bags to keychains and PopSockets. Prior to that, CHAGEE also explored similar territory through a collaboration with POP MART’s Hacipupu, tying the character into its “Green grape milk tea” launch across Singapore, Malaysia, Indonesia and Thailand. The campaign combined product innovation with experiential marketing, including a tennis-inspired pop-up designed to drive engagement and social sharing. Related articles: 100PLUS powers up ‘Physical Asia’ fever with regional campaign  Is Malaysia becoming POP MART’s next big playground for character IP?    Feeling kan cheong? KitKat and POP MART pack breaks into blind boxes    source

Tropicana is rolling out a new global masterbrand platform, “Give life some juice”, marking a creative shift for the 75-year-old juice brand as it looks to modernise its identity and move beyond its orange juice roots. The campaign reframes “juice” as a cultural signal for everyday uplift, positioning Tropicana’s full portfolio as a unified range of fruit-based beverages designed for a more contemporary consumer mindset, rather than a single-category staple. Developed in partnership with creative agency FIG, the platform steps away from traditional juice category tropes in favour of a lush, immersive tropical world designed to evoke sensory escapism. Don’t miss: Tropicana brings back freshness in vibrant rebrand The idea centres on the feeling of being transported into a vibrant natural environment with every sip, with visuals built to reflect freshness and the natural fruit cues across the brand’s portfolio. The campaign was created with award-winning directors Dorian & Daniel of Reset, alongside animation studio Untold, which developed a hyper realistic CGI world blending cutting-edge technology with detailed human craftsmanship. The result is a stylised tropical universe populated by fruit, wildlife and heightened landscapes, designed to showcase the “natural deliciousness” of the juice range in a way live action could not achieve. Set to UP! by Forrest Frank and Connor Price, the 60-second hero film opens with a sloth hanging from an orange tree in a rainforest, reaching for a bottle of Tropicana 100% orange juice before being instantly energised into a lively tropical world. He moves through the landscape with renewed confidence and swagger, interacting with animals in a heightened, almost surreal environment. A suite of supporting executions, including “Soar”, “Dibs”, “Swarm”, “Duel” and “Hanging”, extends the narrative across digital, social and out-of-home formats. The campaign rolls out in various cuts across connected TV, digital video and social platforms including Spotify, Meta and TikTok, alongside high-impact placements such as NBCUniversal integrations. It is also supported by experiential activations and influencer partnerships, designed to extend the tropical world beyond screens and into real-world touchpoints. “For decades, Tropicana has been dedicated to the craft of perfecting high-quality, fresh-tasting juice,” said Chris Tussing, chief marketing officer at Tropicana Brands Group. He added, “With ‘Give life some juice,’ we’re building on that legacy to show how Tropicana brings uplift to everyday moments through a vibrant tropical world that reflects our brand and the natural vitality behind our portfolio of juices.” In tandem, Mark Figliulo, founder and creative chair at FIG said, “There’s a reason electricity is nicknamed ‘juice.’ It makes things happen. We took that cultural truth and reimagined it through a more emotional lens, focusing on the feeling of uplift that only Tropicana can bring.” “Instead of leaning into category conventions, we built an entirely new world that’s expressive, character-driven and rooted in the tropics to show how even a small moment can transform your day,” he added.  “Give life some juice” follows the brand’s earlier efforts this year in the region. Tropicana Twister also revived its “Multiply the goodness” campaign for Ramadan and Hari Raya in collaboration with THE SHOUT GROUP. Originally launched during Ramadan last year, the platform returned with a focus on building long-term impact rather than seasonal execution. Positioned as an evolving long-term platform, “Multiply the goodness” is designed to grow in scale and participation year on year. While last year established the idea of collective goodwill, this year’s activation turns intent into tangible outcomes, delivering not only housing and shelter but also clean water through basic piping systems, alongside safe spaces for children to learn, grow and play. Related articles: Domino’s Singapore has a new identity, and your cravings are the main character   45 years on, Pizza Hut SG refreshes brand for a slice of everyday life    A new fold, and a new creative chapter for Subway Malaysia source