On 26th March 1997, our Honorable Prime Minister Sheikh Hasina made the first call from Grameenphone mobile network to Laily Begum owning a mobile connectivity situated in one of the villages like many in Bangladesh. That call was not just one of millions calls today, that was a message from the premier of the government and signifies something profound. That call was a message to the world how a service can build a sustainable society by bringing in real empowerment to the people who really need it. Going to root of removing inequalities while empowerment and freedom are in question. That was the start of Grameenphone being part of Telenor Group, a Norwegian Telecom giant in which the empowerment of societies was deeply ingrained.
Minor Food Group:Pioneering Responsiblemarketing-Preneur Andwinning the Asia Marketingexcellence Award in Themarketing 3.0 Category
This article explores Minor Food Group’s journey toward winning the prestigious 2024 Asia Marketing Excellence Award in the “Marketing 3.0” category, awarded by the Asia Marketing Federation (AMF). Drawing on personal experiences as the head of the jury, the author delves into Minor Food Group’s “Responsible Marketing-Preneur” mindset, which integrates customer-focused innovation, socio-economic and environmental responsibility, and people empowerment. Through strategies such as digital transformation, product innovation, sustainability initiatives, and leadership development, Minor Food Group has set new industry standards across Asia’s food service sector. The article also highlights key achievements, including the company’s response during the COVID-19 pandemic, community engagement through the Pizza Company Book Club, and its commitment to sustainability through local sourcing and reducing plastic waste. Minor Food Group’s success serves as a model for businesses seeking to balance profit with positive societal impact, demonstrating that responsible marketing can drive both business growth and meaningful change…
Epistle on Democratization Of Knowledge Under Globalization: Engaging AMF
This article is based on observation and experience of the author. The purpose of this article is to promote sharing of knowledge rather than keeping knowl- edge in silos. The article purports, that this be undertaken by the member nations of AMF to build the repository of knowl- edge of Asia Marketing Federation (AMF) through blending of local and global knowledge and ensuring effective dissem- ination. The article further stresses on globalization of knowledge rather than focusing on creation of silos. The impor- tance of appropriate use of technology to drive effective dissemination and thus, democratization is emphasized. The article provides a guideline for the leader- ship of AMF to ensure creation of a better world, where one can breathe peace and cherish the real meaning of humanity, through proper democratization and globalization of knowledge.
Digital Marketing In Malaysia: Strategies For Success in a Dynamic Landscape
This article explores the strategies for mastering digital marketing in Malaysia, focusing on the retail industry, This article’s recommendations cater to retailers of various sizes, from small family-owned businesses to large firms, ensuring practical implications for all scales of operations. It addresses the transition from traditional marketing methods to innovative digital approaches driven by the high internet penetration and diverse consumer base in Malaysia. The discussion includes understanding local consumer behaviour, leveraging mobile and social media platforms, and complying with data protection laws. Key areas such as data-driven marketing, organisational coordination, technology adoption, and the role of senior leadership in driving digital transformation are examined. The article highlights the significance of localised data sources, cross-channel strategies, and fostering innovation through collaborations with local tech hubs and start-ups. This article provides actionable recommendations for retailers aiming to excel in Malaysia’s dynamic digital marketing landscape by emphasising the need for a customer-centric approach and continuous learning. These strategies are applicable at various decision-making levels, such as industry-level, corporate-level, and SBU-level, to ensure tailored approaches that meet the needs of different organizational structures. Through these strategies, businesses can achieve sustainable growth and success in the rapidly evolving digital age.
The Asean Super App “Wave”
In Asia and ASEAN countries, e-commerce and digital payment methods are growing in adoption. Super Apps is now a global phenomenon, and a Super App Wave has since hit many ASEAN countries. The question that remains is: with this “wave” coming to a bigger market, will every app eventually become a Super App? This article looks at the benefits of Super apps, the current scenario of three Super Apps in ASEAN, and how businesses are working their way into this Super App world.