Can You Tell Us More About The Value Proposition Of Axe?

Whilst the kind of “juicy” activations
fuelling the popularity of Axe may raise
eyebrows somewhat, the brand must
be lauded for introducing some heavyduty
sizzle into an otherwise lackluster
category that’s worth over RM200 million;
and growing at a rate of 20% per annum.
And most Axe campaigns do test the
limits of offl cial tolerance. In any case,
and thus far, Axe has been successful
somewhat.
Unilever Malaysia remains mum about
sales to date as consumers scream,
“…out-of-stock!”; but they have over
25,000 fans on facebook.
But are the engagement campaigns for
Axe spicy enough? Try this – a “Cuci
Kereta, Cuci Mata” campaign is on at
Sunway Pyramid this month.
To win a free car wash, all a contestant
has to do is post a picture of their car
with Axe, and throw in a caption that says
why the sexy Axe girls should wash it!
Not bad for a come-lately. Let’s
hear more from Ainul Yaqin,
marketing director, Unilever
Malaysia and Singapore.
BEquity Can you tell us more
about the value proposition of
Axe?
Yaqin Sure! Simply put, Axe’s
value proposition is summed up as
“The Axe Effect”.
The Axe Effect is all about helping
men get an edge in the mating and
dating game – or as we position
it here in Malaysia, the seduction
game. It is about ensuring that
young men have confl dence in
their ability to interact and engage
with attractive women on a similar
level.
This confl dence is built on the
simple premise that men who
smell better are viewed better
by women – a fact borne out by
numerous anecdotal points as well
as surveys.
Brand Equity Volume 3, 2010 9
Ainul Yaqin

Axe is built around several key
propositions; the Axe man:
_Commands respect
_Is part of a thoroughly holistic brand
experience
_Is highly engaging
_Is primal in his instincts.
BEquity Who is the principal target
consumer?
Yaqin Axe is focused on males between
the ages of 18 and 29 in Malaysia. It
appeals to the young and urban male
regardless of their racial, cultural,
economic or social background.
Interestingly, we have also seen slightly
younger and older males becoming
fans of the line as well. Men like to smell
good as they understand that this is a
crucial key to attracting the attention and
admiration of the opposite sex.
BEquity Some interesting insights
about Axes’ target consumers?
Yaqin Men today are very concerned
about personal grooming. Going beyond
clothing, it has extended to hair care,
personal grooming products, skin care
and scents.
There is also this growing demand for a
greater number of variants, and our key
demographic would like to have different
scents for different aspects of their life!
The days of one-scent-to-one-man are
fast disappearing and the era of a total
grooming approach is now the norm.
The Axe man is also preoccupied about
success with girls. Very much into
grooming and ensuring he presents the
right image to the world, the target male
is also the most marketed-to in the world!
To get his attention, the brand needs an
extra edge.
There are other interesting nuances as
well. The primary purchasers of Axe in
Europe are women, for men that is; an
interesting space to play in.
BEquity The key challenges that you
have had to manage?
Yaqin A key challenge here is to ensure
that the product is seen as delivering
more than ‘hype’. We have here the
benefl t of years of research and product
development which ensures that every
Axe variant responds to the unique
needs of different clusters of men.
The other challenge is managing men
who are creatures of habit; we have to
encourage them to try Axe before they
will even consider adopting it.
10 Brand Equity Volume 3, 2010
BEquity How are Malaysian
consumers responding to a brand
that comes along with some
controversy?
Yaqin Malaysian’s are mature enough
to understand that the Axe campaign
takes a humorous look at a commonly
discussed and much laughed-at
situation; the dating game!
What most people take away from our
campaigns is that it brings to life the
average guy’s fantasy; and it lets us all
have a little bit of a laugh at the same
time.
To mitigate any controversy, our
advertising and public relations
campaigns are more focused on
confl dence building; delivering softer
messages that re‡ ect local sensitivities.
BEquity What are the principal
audience engagement methods?
Yaqin The Axe campaign in Malaysia is
best described as a multi-platform multidiscipline
campaign.
Engagements are on-going along
various fronts including public relations,
traditional advertising, ground events and
road shows; contests, promotions and
sponsorships, digital engagements, viral
videos and of course, product sampling.
We are also actively planning a second
phase beyond the initial launch that
will include a more aggressive blogger
engagement element; more innovative
contest and engagement platforms for
consumers; as well as a more inventive
digital presence.
These would all combine eventually to
perpetuate the cult favorite positioning
that Axe enjoys in every other market it is
available in.
BEquity In what way did you adapt
the Axe campaign to re‡ ect local
sensitivities?
Yaqin The campaign for Malaysia
represented somewhat of a departure
from the more open Axe global
campaigns.
However, we built the campaign around
the core elements of the brand; helping
men smell great so that women may fl nd
them attractive.
This was expressed in the form of
a campaign that helped men to get
women’s phone numbers to facilitate the
start of a relationship.
To help them along, an integrated
campaign was key. Digital and traditional

mediums had to be used equally with
a strong ground presence as well. The
campaign began with a series of viral
videos that encapsulated the Axe Effect
and its impact on a cross-section of
young ladies in Malaysia.
This was then amplifl ed through outreach
and seeding activities that targeted
online forums and bloggers to help
trigger a word-of-mouth campaign.
On the back of this, a launch party and
a media campaign were also designed.
The main challenge with this element
however was that Axe is a very sensual
brand – and we had to accomplish that
element of fun without hurting local
sensitivities.
Our launch party went right to the edge
in all kinds of ways and yet maintained
an element of class and taste. The event
was also labeled as the hottest of the
year.
Among others, we also encouraged
contestants to create and share their
own unique pick-up lines in a four-week
Axe Wake n’ Win contest that gave away
ipads and limited edition Axe packs.
To date, media coverage and online
coverage is very positive. Feedback
on our television campaign and
our Facebook presence was very
encouraging with more than 10,000
joining the group in less than 6 weeks.
We also grew an active community of
Axe brand advocates very fast.
BEquity Some insist that Axe is
sexist.
Yaqin Axe believes that life is a serious
business. If we can have a little fun while
ensuring that we look and smell good,
then we should go ahead!
In that spirit, we can all agree that so
far Axe in Malaysia has been focused
on an underlying message that looks at
building confl dence among young men;
Brand Equity Volume 3, 2010 11
helping them to enhance their ability to
speak to young women for instance.
We are also successfully encouraging
discussion about a tricky topic and
helping with it in a less threatening
context

By Raghunath
Mention “Chinese business” and
among others, a somewhat reclusive
Chinese educated CEO at the helm
pops into view.
But when a Malaysian media
juggernaut chooses to jettison such a
practice, it’s considered history in the
making. More about that shortly.
Some traditional elements are
gracefully stepping aside to facilitate
rapid transformation at Media Chinese
International Limited (MCIL). The
Malaysian born MCIL is one of the
largest Chinese media organizations in
the world, reaching out to the Chinese
Diaspora worldwide; from ASEAN to
the Far East, and to North America.
The only media company to be listed
simultaneously in Malaysia and Hong
Kong, its products are distributed in two
formats – print and digital. (See “MCIL
Product Portfolio”)
And the average Malaysian Chinese
is treated to a weighty portfolio that
includes Sin Chew Daily, Nanyang
Siang Pau, Ming Pao Daily News,
China Press and
Guang Ming Daily;
along with a slew of
over 20 established
magazines and the
popular English
portal Mysinchew.
com.
MCIL has undergone
a change of sorts
in recent past.
And speaking of
jettisoning tradition,
its executive director
is armed with an
honors degree in
Media PowerHouse
IT’S ALL ABOUT
“REACHING OUT”
chemistry and management from the
University of London; she topped
that with a post graduate diploma in
Chinese Studies. An English educated
chief at the controls of MCIL? Must
have been quite unsettling! “Despite
the trepidation of having to manage
a business where thought processes
MCIL Product
Portfolio
12 Brand Equity Volume 3, 2010
Rita Sim
can be very different, I felt honored
to be invited on board to help the
business grow further. The credit most
certainly goes to my absolutely forward
looking colleagues Dato C.C.Liew and
N.C.Siew,” says its executive director
Rita Sim.
Greater China Southeast Asia North America Digital Media
• MP Daily News
(HK)
• Yazhou Zhoukan
• 4 HK Magazines
• 4 Mainland China
Magazines
• 1 Taiwan Magazine
• Book Publications
• Printing Plant in
China
• Sin Chew Daily
• China Press
• Guangming Daily
• Nanyang Siang Pau
• Sin Chew in
Indonesia
• Over 20 Magazines
• MP Daily News in
Vancouver &
Toronto
• New York Free
Daily
• Iatopia
• ByRead
• eStore on iPhone
• Hihoku

Despite a rapidly changing business
and social environment, Rita
acknowledges the need to focus
on the key values that underpin the
Chinese community’s approach to life,
both personal, professional, and in
business.
And contrary to popular belief, the
community isn’t entirely homogeneous.
Explains Rita, “The largest cohort
called G1 are Chinese speaking and
Chinese reading. They account for
85% of all Malaysian Chinese. The
remaining 15% called the G2s are
English speaking and do not read
Chinese at all. However, it is the 85%
that defl nes what the community is all
about.”
“In fact their way of life hinges on three
pillars – Chinese newspapers, Chinese
education and Chinese associations.
Our media brands are duty-bound to
articulate the three pillars,” says Rita.
“We must always be closely linked to
the community; to re‡ ect their concerns
and voice them from time to time.”
The intent isn’t without merit though.
The Chinese media is known for its
feisty approach to issues that concern
the community, and to the chagrin of
the government at times.
For instance, and despite what critics
have to say, most Chinese readers
acknowledge Sin Chew Daily’s
strongest coverage, multi-dimensional
reporting, determined coverage of
sensitive matters, articulation of
community issues in the context of
national orientation, and its heightened
sense of humanity.
“The priority is to reach out and engage
the community, rather than deliver
reach alone as a business,” says Rita.
And in recent past, whilst some
practices are seen to persist, strategic
changes have been implemented to
adapt to changing times. But there
were challenges.
“The business we are in must harness
the benefl ts of scale. It is capital
intensive, cost of supplies increase
often, and that heightens the need
Brand Equity Volume 3, 2010 13
to deliver synergies, and improve
productivity,” she explains. “Content
of the fl ve dailies has been readjusted
to re‡ ect demographic nuances. The
editorial teams remain independent,
but engage one another often.”
Rita says stickiness and growing
readership has paved the way for
intensive community engagement.
“Dedicated departments engage the
community throughout the year. We
go to where they are, reach out and
support them in every possible way.
It can be sports, carnivals, health and
wellness forums, talks on safety of
children, role plays to emphasize social
issues such as child abuse, and acts of
charity.”
“Nothing is left to chance,” she insists.
Tsunami or ‡ oods – donated monies
are audited by Ernst & Young. And
cash or kind, the editor with a team in
tow deliver to the af‡ icted personally.
And of late measures have been taken
to reach out beyond the Chinese
community. Explains Rita, “MCIL is
duty bound to reach out and engage
the non-Chinese public as well. Our
target list also includes multinational
corporations, advertising agencies, and
government agencies.”
The stated target audiences can expect
the circulation of the MCIL newsletter.
The soon-to-be-launched quarterly
publication will be populated with
content published exclusively in the
Chinese dailies (translated of course).
They will include 2 top feature articles,
and report key happenings that matter
to the public and other stakeholders.
“We need to operate in the context of
national cohesion. The MCIL newsletter
is one way forward for us; to fulfl ll
that obligation and reach out to other
Malaysians as well” says Rita. “Given
the kind of environment we operate in,
we need to have a pioneering mindset.”
MCIL is pretty much adept at bloating
its entire portfolio from time to time; and
to its advantage. The recent acquisition
of a mobile software company in China
has cleared the pathway to 25 million
subscribers.

“We also believe in the power of
alliances. Our business also provides
content to key telcos and the Asian
News Network in which we have an
interest,” says Rita.
MCIL is committed to effective portfolio
management. Rita explains that it
persuaded some tidying-up, strategic
acquisitions, aligning brands that must
appeal to specifl c segments, intense
community engagement, as well as
stakeholder reach and engagement. It
explains why MCIL reported a turnover
of over USD 394 million in 2009; an
increase of 20% compared with 2008.
MCIL remains resolutely ambitious.
“We want to connect the global
Chinese community and reach out to
the non-Chinese English speaking
world as well,” says Rita
14 Brand Equity Volume 3, 2010
DID YOU KNOW THIS?
_MCIL clinched the “The Most
Innovative Deal of the Year” award
at the National Mergers & Acquisition
Award 2009. MCIL was formed
after the merger of Sin Chew
Media Corporation, Nanyang Press
Holdings and Ming Pao Group
_Sin Chew Daily is circulated
in Malaysia, Thailand, Brunei,
Indonesia, Northern Kalimantan,
Indonesia and Cambodia
_Ming Pao is circulated in Mainland
China, Hong Kong, Taiwan, Malaysia
and Canada
_Sin Chew has a combined daily
readership of over 1.5 million
_Sin Chew’s readership exceeds
that of main Malay and English
newspapers both in absolute terms
as well as on a per capita basis
_To read China Press and Guang
Ming daily one needs to know just
about 3000 to 5000 characters.
_The numbers hit the roof with Sin
Chew Daily – a mastery of just over
10,000 Chinese characters is advised
_Sin Chew is also the largest
circulating daily newspaper in
Malaysia – language regardless
_Readership of Chinese dailies is
growing in Malaysia; as opposed
to declining readership for English
dailies.
Reaching out through
the Arts, Charity, Education
& Other Relevant Social Activities

Brand Equity Volume 3, 2010 15

GOING BEYOND TOKEN
CSR
Peter Vogt
By Chris Krishna
There’s nothing unusual about
corporations wanting to do their
bit for society, or for their bevy
of stakeholders. Problem is – it’s
become fashionable to showcase how
charitable they are, and satisfy their
craving for adulation and attention.
But little do the top management
of many companies realise that the
value of such charitable acts tend
to diminish over time, and in many
instances, almost immediately. In
addition, the fundamentals of what is
considered to be straightforward CSR
do not persuade corporations to add
meaningful long term value to their
stakeholders lives and operations.
And in this context, Nestle has lessons
to share. In a stark departure from the
norm, the nutrition, health and wellness
giant has opted for a philosophy and
VALUE CREATION
practise that literally goes beyond
token CSR.
Called “Creating Shared Value” (CSV),
its central plank encourages value
optimization across all poiints in order
to generate and deliver long term
value.
And here is a parallel to help jump-start
your understanding of how CSV works
at its most basic level – why not give
the right tools and teach people how
to fl sh effl ciently and effectively rather
than give away a holding tank fl lled
with fl sh.
Peter Vogt, managing director, Nestle
Malaysia explains how CSV is not
only shaping the company’s long term
strategy but also changing the nature
and character of their relationship and
dealings with key stakeholders.
16 Brand Equity Volume 3, 2010
BEquity What are the embedded
values of Creating Shared Value?
Peter Creating Shared Value is
our philosophy of Corporate Social
Responsibility which states that in
order to create long-term value for
shareholders, we have to create value
for society.
CSV goes beyond compliance and
sustainability. It means that any
business which thinks long-term and
follows sound business principles
creates value for shareholders and for
society through its activities such as
employment opportunities, taxes to
support public services and economic
activity in general.
Creating Shared Value also takes us
one step further where the company
consciously identifl es areas of focus