Generations in China

Individuals born from about 1928 to 1945 (Traditionalists)

In the 1940's and 1950's, those in the U.S. were experiencing the birth of the consumer economy, teens in China were also living through a major transition. The second Sino-Japanese War, the largest Asian war in the twentieth century, ended, ending the 14-year long Japanese invasion. In its wake, civil war raged between the Nationalist and Communist parties. In 1949, Chiang Kai-shek and the Nationalist Party fled to Taiwan and, on October 1, the Communists established the People's Republic of China (PRC) on the mainland.
Communist leader Mao Zedong initiated major economic reforms - a socialist "Big Push" to industrialize China, replacing landlord ownership and peasant workers with the development of heavy industry and the construction of new factories. Throughout the 1950's, Mao's campaigns to suppress former landlords and capitalists intensified; foreign investment in the country essentially ended. In 1958, Mao launched a new initiative, the "Great Leap Forward" - an unprecedented process of collectivization in rural areas: the formation of communes, the abolition of private plots, and the creation of a massive auxiliary network of small-scale industries, such as backyard iron smelters to produce steel - all designed to shift the nation from an agrarian to industrial economy. Agricultural output plunged, resulting in widespread malnutrition. By 1960, the country was in the throes of an economic and humanitarian disaster; 30 million people perished.
For teens coming of age during these years, it was a time of conflict and confusion as traditional ways of life were uprooted in pursuit of modernization. Hard physical work and poverty was a fact of life for most. This generation learned that affiliating with the "right" people was essential for survival, advice they undoubtedly offered to their children.
Individuals born from about 1946 to 1960/1964 (Boomers)
The 1960's and 1970's were the years of the Great Proletariat Cultural Revolution. Under Mao's socialist orthodoxy, both traditional Chinese and Western culture were repressed, social institutions collapsed, schools were abolished, public transportation came to a nearly complete halt, temples and churches were vandalized, and "liberal bourgeoisie" and intellectuals purged. Sino-Soviet relations deteriorated, ending Soviet technical assistance and further isolating the country. Living conditions remained extremely difficult.
Unlike teens in the United States who formed cynical views of authority based on the corruption they saw in their leaders, teens in China were a major force within the Cult of Mao. With no schools to attend, they joined the Red Guards and gained whatever knowledge they had from the Chairman's Little Red Book. Many demonstrated in support of Mao and joined in terrorizing ordinary citizens. Members of this generation in China grew up with the belief that loyalty to the state and institutions would be rewarded, questioning authority was unacceptable, education was unnecessary, and anything "foreign" or "old fashioned" was unwanted. They were dedicated to a single way - "the" way of doing things.
After Mao's death in 1976, the Cult of Mao rapidly devolved, leaving many in this generation - now young adults - disillusioned, uneducated, and angry at their sudden oust from power. Today this generation is known in China as the "Lost Generation," since, without any formal education, many of its members are ill prepared to participate in the modern world.
Generation X - Individuals born from about 1961/1965 to 1979
Growing up in the post-Mao 70's and 80's, years, teen X'ers in China grew up during the period of Economic Reforms and Openness: de-collectivization of the countryside, decentralization of government, and legalization of private ownership.
Special Economic Zones were created to encourage capitalist investment. Reforms included the development of a diversified banking system and stock markets. The consumer and export sectors developed rapidly. By the mid-1980s, living standards, life expectancies, literacy rates, and total grain output were up and an urban middle class was growing. X'ers became the first generation in China to come of age in a consumer society.
This generation of teens in China also grew up with more personal rights and freedoms than the previous two generations. By 1980, Deng Xiaoping had maneuvered to the top of China's leadership. There was a renaissance of traditional Chinese culture; local religions including Buddhism, Taoism and Confucianism flourished.
Beginning in the late 1980s, mainland China was exposed to many Western elements: pop culture, American cinema, nightlife, American brands, and Western teen slang. China developed a strong cell phone culture, and soon had the most mobile users in the world.
Despite the economic and cultural progress, the country remained a totalitarian state. Liberals protested Deng's unrelenting stance on the political front. In 1989, the Tiananmen Square protests resulted in China's government being condemned internationally.
For this generation, the flood of new information, academic opportunities, and world knowledge was highly appealing and shaped a life-long inclination toward learning from multiple sources. Economic opportunity, including a growing consumer market, was available for those who studied and worked hard. Members balanced between the reinvigoration of China's cultural heritage and exploration of opportunities in the West. Not naturally Western-savvy, X'ers developed with a mental model that was highly pragmatic and facts-based.
Generation Y - Individuals born from 1980 to 1995
Around the world, Generation Y teens shared many common experiences. As in India and the U.S., teens in China were swept up in a booming economy. Although foreign trade embargoes from Tiananmen were in place, economic growth in China continued at a fast pace during the 1990's and early 2000's.
Reforms continued, including the sale of equity in China's largest state banks to foreign investors and refinements in foreign exchange and bond markets. In 2004, the National People's Congress provided protection for private property rights and placed new emphasis on reducing some of the disadvantage of industrial growth, including regional unemployment, unequal income distribution between urban and rural regions, and environmental pollution.
The country made significant investments made in science, technology and space exploration. Thousands moved from rural villages to cities, farms to factories, leaving behind family, class and history. By 2007, most of China's growth was coming from the private sector. Throughout this period, China has gradually become more open and less repressive - not a democracy, but also no longer a totalitarian state.
Nicknamed the "Litter Emperors," Gen Y's in China occupy a special role in the burgeoning society. China's one child policy, introduced in 1979, means that most members of this generation are only children, in many instances reared as the sole focus of two parents and four doting grandparents. They tend to have high self esteem and a level of confidence that positions them for leadership roles in China and globally.
Like many Y's around the world, this generation has strong advanced technological skills and an urge to be connected globally. Even as teens, they confidently communicate directly with outside world leadership and influence the future of their country. During the 2008 Tibetan unrest which marked the 49th anniversary of the failed 1959 Tibetan uprising against Beijing's rule, young patriotic Chinese waged Internet campaigns against Western media coverage of the protests. Also in 2008, when a massive earthquake killed 70,000, many young people participated in the rescue as volunteers.
Teen Y's in China have experienced a wave of national pride. Two foreign colonies were returned to China during their teen years: Hong Kong from Britain in 1997 and Macau from Portugal in 1999. In 2001, China was admitted into the World Trade Organization. Most significantly, in 2008, China successfully hosted the 2008 Summer Olympics.
Y's in China share this generation's global sense of immediacy, coupled with the excitement of being part of the country's first wave of broad economic opportunity and growing national pride. Y's in China are confident and competitive. For many, a desire for economic success is closely coupled with a desire for status. They are looking forward, toward increasing China's role and influence in the world.
As we look ahead to future generations, the one child policy was re-evaluated in 2008 and extended for at least another decade, insuring that the next generation will also be comprised largely of single children.

China, like other countries, illustrates the dramatically different experiences and formative events that influenced those growing up in the 1940's - 1970's (the generations called Traditionalists and Boomers in the United States), and the growing similarity of experiences in the 1980's onward. Generations X and Y are the beginnings of global generations

Cosmote mobile ::: Choir

A choir of mobile, landline phones and laptops produces a wonderful melody which is made out of every possible combination of these three to illustrate that every mix between any two or all three means of communication is now made possible by Cosmote, Greeces leading mobile telecommunications provider.
The film was shot featuring a live choir in the biggest music hall in Athens to provide the best sound and acoustics. The choir was trained by a choreographer and a team of musicians wrote an original music score.
The film pays-off with the phrase: The most harmonic combinations between mobile, landline phones and internet on the go.
Credits
Advertising Agency: Bold OgilvyExecutive
Creative Director: Yannis Sideris
Creative Director: Lazaros Nikiforidis
Copywriters: Giorgos Kannelopoulos, Petri Capetanopoulou
Art Director: Vagelis ToliasPlanning
Director: Marina Triantafyllidou
Account Planner: Michael Paredrakos
BU Director: Elias Mavidis
Account Director: Giorgos Zarogiannis,A
ccount Manager: Theodore Kachaidis
Account Executive: Kallia Vergadou
Production Company: Foss
Producers: Michalis Alexakis, Eleni Asvesta
Director: Harry Patramanis
Photography Director: Aris Stavrou
Art Director: Kostas Papas

Whyte & Mackay:::Twitter lion hunt

BRAND:Whyte & Mackay
CATEGORY:Drinks (alcoholic)
REGION:UK
DATE:Mar 2009 - Apr 2009

Drinks company Whyte & Mackay wanted to raise awareness about its whisky brands and its red lion logo, while driving people to visit pubs to sample its sprits.
It decided to launch a treasure hunt spanning online and offline, entitled ‘The Whyte and Mackay Safari Hunt’, giving people the chance to win bottles of whiskey if they find the Whyte and Mackay lions in bars and pubs.

The premise is that the lions will be hiding in Glasgow and London bars moving from bar to bar until they are caught.

The lions can be found by following clues on Twitter (http://twitter.com/whytemackayhunt) and Google Latitude.

If the tweet clue is ‘If this lane was made of ash it would weigh a ton’, then the location would be Ashton Lane in Glasgow’s West End.

Amongst the bottles of whisky on offer will be 19-year-old and special Whyte and Mackay. After the bottles have run out, anyone managing to find the lions will have a drink bought for them. Once the lions have been spotted - they will be placed on the bar of each pub/bar - all the person has to do is walk up to them and touch them. They will then receive a bottle of whisky or drink after revealing their Twitter ID.

The alcohol company has been a keen supporter of Twitter and other social media for a while, believing drinking whiskey to be a suitably social experience. The hunt starts in Glasgow, before moving to London and then other cities.

Cruise Line::: Gets Into the Digital Fish Business

Brahma Lager :::Celebrating 120 years

BRAND:Brahma Lager
BRAND OWNER :Ambev
DATE :Sep 2008 - Apr 2008

Brahma has always been a part of the every-day life of Brazilians. In order to emphasize that fact, it came up with the “Brahmeiro” (Brahma fan) concept, as homage to all hard-working and brave Brazilians. The campaign’s highlight was a jingle sung by Zeca Pagodinho, one of the greatest samba singer/composers in Brazil.



Brahma also wanted to celebrate its 120th anniversary, starting off with a film announcing the celebration and urging all Brahmeiros to join in. The commercial was filmed at two Brazilian soccer stadiums, the Olimpico and the Beira Rio. Other campaign actions included the creation of a 3-D human bottle on the brand’s official site, www.brahma.com, made up of more than 120,000 images submitted by brand fans.

Fans could upload their own image and it would be used to form the image of a huge beer bottle. Brahma also introduced a collection of mini cans carrying historic labels, for example the first every label used in 1888. This was supported by a second TV spot, looking at the label through the ages until the present day.

The mini cams became a hit on online bidding site Mercado Livre. Furthermore the catchy jingle created by Brahma and its agency became a hit.

Itau Bank:::Speaking personally to customers

BRAND :Itau Bank
CATEGORY:Financial
REGION :Brazil
DATE :Apr 2008 - Dec 2008

Itaú Bank operates in the financial and capital markets, both in Brazil and abroad. With about 24 million clients, Itaú is considered the most valuable brand in Brazil, according to Interbrand
The bank was looking for a communication platform that would boost the banks business and optimize all the work that had gone before to establish the message: “Itaú, made for you”.

The idea was to make the consumer aware of the advantage of being an Itau client. The solution was the largest personalized print-media initiative ever attempted in the world: it inserted personalized ads in 1.2 million issues of the widest-circulated magazine in the country – Veja.

The challenge involved working out who out of Veja’s subscribers was an Itaú client and which type of account they had, who was not an Itaú client and who was an Itaú employee.

Each one of them received at home a personal ad containing his/her name, emphasizing the fact that the bank was actually “Made for you”.

The bank also developed a two-pointed pencil, where one point represents Itaú, and the other its clients. The idea was to show the balance between the two.
At the end of 2008, the brand’s equity index had grown substantially, making Itaú the favorite brand, and “top of mind”, in the category, in addition to the bank’s being named the most admired bank in Brazil “*Source: TNS Interscience) and the most valuable brand in Latin America. (*Source: Interbrand).

Halifax :::Reaching out to expats

BRAND :Halifax
BRAND OWNER :HBOS
CATEGORY :Financial
REGION :Global
DATE :Apr 2008 - Dec 2008

HBOS is one of the most recognisable names in banking. The Halifax International offshore banking service launched in 2008 to provide a service familiar for those far from home. The challenge was to engage with a disparate audience of UK expats in a competitive, HSBC dominated market place and difficult macro-economic conditions.

Having conducted extensive global research into the types of expats (New lifers, Career Pursuers, and Retirees), messaging and content were provided across a diverse range of subjects ranging from making friends, language, property & accommodation and tax planning, showing Halifax really is more than just a bank.

Halifax teamed up with The Sun, one of the UK’s leading tabloids as business partners rather than media owners, creating a bespoke branded expat channel on the Sun Online, with 100% of ad formats owned by Halifax. Display ran across money comparison sites and global/national news sites with advertorial, newsletter promotions and channel takeovers.

An XML feed was incorporated into rate-led display advertising to update instantaneously, saving creative costs and notifying consumers of the best deal.

Partnering with TradeDoubler, affiliate marketing focused on introducing Halifax International as a competitive product through financial listings. Affiliates also ran across a range of niche sites that linked to the various expat-life stages, allowing HBOS to educate on all aspects of the expat journey. This was combined by paid and natural search.

The entire campaign delivered a total of 106,193,617 impressions, generating a CTR of 3.5%. In total, the Halifax International acquisition drive delivered a total of 8,170 new accounts, a 382% increase on targets, with CPA below target. In total, £250 million in deposits was generated for Halifax International.

Tide :::Reaching rural India

BRAND: Tide
BRAND OWNER: Procter & Gamble
CATEGORY"Household Goods
REGION:India
DATE:Mar 2008 - Apr 2008

There are 600,000 villages in India with almost no access to media, as well as a low interest to washing powder like Tide and shampoo like Head & Shoulders.

Brand owner Procter & Gamble wanted to increase penetration of the hygiene essentials of shampoo and detergent.
The women of these rural Indian villages work on the farms and in their houses in excess of 18 hours a day and have limited exposure to brands.

However, the men are the purchasers in the village, so P&G needed to educate both the women and the men that the products were of benefit.

Without electricity and with much of the population being illiterate, mass media solutions are impossible. The only viable solution was to connect experientially. P&G created a character the women could trust: Sangeeta Bhabhi, who was positioned as an educated sister-in-law from a nearby village.

A pair of male communicators, armed with a collapsible kit that included games, signage and product went village to village engaging rural homemakers group by group. These messengers were trained to engage these women very specifically, in their language and dialect, armed with a deep understanding of the cultural considerations for success.

Groups of 20-30 households were gathered, entertaining them with lucky prizes/draws to maximize involvement. These communicators were trained to identify the group’s leader focusing on involving her in all product demonstrations and fun competitions as she has strong influence in the village.

Flipcharts and pictures illustrated the product benefit and introduced the villagers to Tide and Head & Shoulders through storytelling.

The targeted trials delivered sustained growth in sales of 300% & 200% for Tide and Head & Shoulders, respectively.

Alongside the penetration & awareness went up by 140% & 88% for Tide and 114% & 38% for Head & Shoulders.

The campaign was clearly so successful that the initiative is being rolled out in two phases through 2009 and 2010.

Is your e-mail advertising confusing?

E-mail advertising has always been a simple and economical way to advertise. And now that economies all over the world are in the tank, there’s more incentive than ever to use e-mail to sell products and services.. But simple and cheap doesn’t always translate into “successful.”

The “from” address should make sense.
The subject line should be clear. If your target audience doesn’t understand it instantly, the e-mail gets deleted instantly.
The “to” information should be your recipient.
The offer should be stated very early in the text. People won’t spend any time at all searching for it.
The message should nearly always be short. No one wants to read long e-mails.
The copy should be clear and direct. Just because it’s e-mail doesn’t mean you can get away with sloppy copy. Oh, and it should be in the same language as the recipient!
The links should be worded clearly. Example: If you’re offering a free e-book, the link text should include the words “Free E-Book.”
The e-mail should follow all best practices. This isn’t just to avoid spam complaints. It helps create trust.

When you’re creating or sending an e-mail, always ask yourself, “Does this make sense to the people I’m sending it to?”

Facebook ::: Build Brands !

“If you’re going to build a community, don’t center it around your product, but rather on something deeply relevant to a particular consumer group,” said eMarketer CEO Geoff Ramsey. He also suggested keeping fans of your brand pages happy by giving them a lot of content and letting them share the love with others.

More and more every day, the social networking giant Facebook is becoming a large part of the overall Internet experience. Company estimates state that over 175 million people have joined since its founding in 2005, and the users themselves contribute millions of pieces of content daily.

The February 2009 Facebook numbers are striking.
Each day during the month, Facebook users averaged over 3 billion minutes on the site. They updated their status 15 million times and became “fans” of a particular company, brand, product or person 3.5 million times daily.

In addition, Compete found that that US residents spent more time on Facebook than any other Website, beating out previous leader Yahoo!. However, Nielsen Online still ranks the site third behind AOL and Yahoo!.
But Facebook’s rapid user growth has not translated into advertising revenues.
The habits of social network users are one obstacle. In 2008, IDC found that 43% of social network users never clicked on ads, a dramatic difference from the 80% of other Internet users who did so at least once a year. Further, 23% of nonusers who clicked on an ad then made a purchase; only 11% of social network users who clicked on ads did the same.
If not through advertising, how can marketers leverage Facebook for their campaigns?

Pizza-making vending machine serves fresh pies in three minutes