Insights from Rina Chanco Estolano, People Vice President – Coca-Cola Beverages Singapore, Malaysia and Brunei, hrX Malaysia 2025 In the heart of Kuala Lumpur last August, rockbird media’s hrX Malaysia 2025 gathers the region’s most forward-thinking people leaders. One standout voice in this transformative gathering is Rina Chanco Estolano, the dynamic People Vice President – Coca-Cola Beverages Singapore, Malaysia and Brunei, who brings with her a treasure trove of lessons in agility, inclusivity, and strategic HR. From shaping rewards that resonate with today's workforce to nurturing inclusive cultures in diverse markets, Rina’s perspective is not just relevant, it’s essential. A Unified People Strategy with Local Soul In dynamic regions like Southeast Asia, the ability to stay globally consistent while adapting locally is critical. Rina introduces Coca-Cola’s “freedom within a framework” model, a strategic approach that maintains a cohesive global foundation while giving local teams the autonomy to adapt execution based on market-specific realities. “We don’t reinvent what already works. Instead, we leverage global scale and cross-market learnings to accelerate impact, reduce duplication and foster collaboration.” This balance empowers Coca-Cola to remain agile in Southeast Asia’s fast-moving landscape, while never losing sight of its shared values and unified people agenda. Change Is the Constant And That’s the Point Working in the FMCG (Fast-Moving Consumer Goods) industry means transformation is not the exception, it’s the norm. Rina shares a telling moment when a team member asked, “When is it going to be BAU or when is it going to be business as usual?” Her response? “This is BAU.” For Coca-Cola, thriving amid constant change requires: Early involvement of employees in transformation processes Clarifying the purpose and direction Giving flexibility to shape the path A culture of continuous improvement, even during stable periods “We always think we have to stay hungry, stay curious or shall I say even stay thirsty for us to be ahead.” Rethinking Rewards: It’s More Than Money With healthcare costs projected to rise significantly across Asia, Rina emphasizes the importance of co-creation and shared responsibility between corporations, providers, and policy-makers. Coca-Cola is preparing to navigate a 12–16% spike in healthcare costs in Singapore and Malaysia, even without benefit changes. “Flexibility in people programs is only possible honestly when our external partners… offer adaptable, financially suitable and sustainable solutions.” She reinforces the importance of rewarding performance fairly and transparently: “I strongly believe in differentiated rewards, recognizing and investing in high performers while holding low performers accountable. It’s about fairness, impact, and driving a culture of excellence.” The Power of Listening in Diverse Cultures When Rina stepped into her regional leadership role, one leadership insight became crystal clear: “Listening is key. Listening to understand and not with an expected just judgment or validation.” Instead of focusing only on head office voices, she spends time with frontline employees, those in supply chain and sales, who make up 70% of Coca-Cola’s workforce. Whether it’s through site visits or sharing meals (especially in Malaysia, where “eating is life,” she adds), Rina uses these informal spaces to dissolve hierarchy and connect as humans. “It's a great way to connect without the hierarchy, without any expectations and just getting to know people as humans and not as physicians.” And with inclusion, she reminds us that empathy must be balanced with structure: “It's allowing people to be comfortable to speak up, but that doesn't necessarily mean that you have to indulge all of the tasks. It actually is a balance between making space for both structure and empathy.” Business Mindset First, HR Leader Second One of the most resonant takeaways from Rina’s interview was this shift in mindset: “We need to start thinking… to be business leaders first, HR leaders second, meaning we always have to think with a business mindset first and that's the way we really truly add value.” It’s a powerful reminder that today’s HR professionals are not just policy stewards, they are business enablers. Rina Chanco Estolano doesn’t just speak about HR, she lives it from the ground up. Her approach blends structure with empathy, strategy with heart, and regional nuance with global scale. At hrX Malaysia in Kuala Lumpur last August, Rina reminded leaders that this is BAU. And thriving in it means listening better, acting braver, and always staying thirsty – for people, progress, and purpose.

In today's retail landscape, offering label-free and package-free returns isn't just about simplifying logistics—it's about meeting the evolving expectations of customers while simultaneously driving sustainability and cost-effectiveness. Customer behavior and preferences are changing as the market evolves. Therefore, businesses must consider options that would enhance customer satisfaction while also contributing to the sustainability of the company. Retailers are increasingly recognizing the value of providing flexible return options that align with consumer preferences. Here's why businesses should consider embracing label-free and package-free returns and how they can benefit both retailers and customers. Retailer Benefits of Label-Free and Package-Free Returns 1. Cuts Processing Time Streamlining the return process by accepting items as-is, without packaging, significantly reduces processing time. This approach allows for more efficient handling and consolidation of returns, ultimately saving time and money. 2. Saves Money The cost of processing returns has been a significant concern for retailers, with billions of dollars spent annually. Embracing package-free returns presents an opportunity to mitigate these costs and optimize operational efficiency. 3. Decreases Waste With a growing emphasis on sustainability, offering label-free and package-free returns resonates with environmentally-conscious consumers. By minimizing packaging waste, retailers can appeal to a broader customer base and demonstrate their commitment to eco-friendly practices. 4. Increases Customer Touchpoints Providing multiple return options, including label-free and package-free methods, enhances customer touchpoints. This increased interaction not only improves the overall shopping experience but also presents opportunities for additional sales and engagement. 5. Satisfies Customers Easy, hassle-free returns are essential for customer satisfaction and loyalty. By offering preferred return methods, such as label-free and package-free options, retailers can enhance customer retention and drive repeat business. Customer Benefits of Label-Free and Package-Free Returns 1. Greater Convenience Simplifying the return process by eliminating the need for packaging and labels enhances convenience for customers. This approach addresses common pain points associated with returns, such as repackaging and printing labels, resulting in a smoother experience. 2. Cost Savings Returns are highly valued by consumers, and offering label-free and package-free options can help retailers meet this expectation without incurring additional expenses. Customers appreciate cost-effective return solutions that align with their preferences. 3. Environmentally-Friendly Eco-conscious consumers prioritize sustainability when choosing brands, making label-free and package-free returns an attractive option. By reducing packaging waste, customers can feel good about their shopping choices and contribute to environmental conservation efforts. 4. Quicker Refund Speed is essential when it comes to refunds, and label-free and package-free returns enable faster verification and processing. Customers appreciate prompt refunds, enhancing their overall satisfaction with the return experience. While label-free and package-free returns offer numerous benefits, potential challenges arise, such as verifying returns processed through third-party drop-off locations. Additionally, maintaining customer engagement outside of traditional store channels is crucial for preserving revenue and fostering brand loyalty. Software platforms like Delivery Solutions offer comprehensive solutions for implementing label-free and package-free returns seamlessly. From multi-method return support to customizable branding and transparent fulfillment, Delivery Solutions empowers retailers to optimize their return processes while enhancing the customer experience. In conclusion, embracing label-free and package-free returns is not only a smart business strategy but also a reflection of retailers' commitment to meeting customer needs and advancing sustainability initiatives. By leveraging innovative solutions like Delivery Solutions, retailers can elevate their return experiences and drive long-term success in today's competitive marketplace.

By: Zenia Pearl V. Nicolas In a world where attention spans have become currency and choices feel infinite, brand loyalty is no longer a default—it’s a decision. Every day, consumers scroll, tap, and abandon without looking back. We live in a time when even a loyal buyer can be lost in a blink. At RESA Philippines 2025, Marc-Antoine Hager, Head of APAC at CleverTap, reminded us that real loyalty isn’t earned through points or perks alone—but through emotional resonance, relevance and respect for a customer’s time and journey. As we battle distractions, fatigue and digital noise, CleverTap offers brands something deeper: the tools to rebuild trust, reawaken loyalty and rekindle the kind of customer relationship that feels personal—even in a hyper-automated world. Loyalty Isn’t Given—It’s Earned Globally, shoppers now explore across channels, and loyalty must be intentionally cultivated—not assumed. Semrush mentioned that selling to current customers has a 60-70% success rate, versus just 5-20% with new prospects. Increasing retention by just 5% can boost profits by 29-95%, depending on the industry. Cart Abandonment: The $18 B Problem A staggering 70–75% of online shopping carts get abandoned—that’s $18 billion in annual U.S. lost sales. Top abandonment triggers? Extra fees (39–48%), account creation demands (~24%), and checkout friction. But there’s a silver lining: recovering abandoned carts via email or retargeting ads yield an ROI of 1,300%, with abandoned carts emails achieving a 45% open rate and 21% click-throughs. AI-Driven Engagement: CleverTap’s 3-Pillar Strategy Pillar 1: Clicks → Carts Seize intent instantly across platforms—push notifications, in-app prompts, email. Capture the moment before distractions pull customers away. Pillar 2: Carts → Conversions With cart abandonment at —70%, tools like IntelliNode guide customers along high-conversion paths using urgency and seamless experience. Pillar 3: Buyers → Loyalists True loyalty is built outside discount walls—through emotional connections, predictive segmentation, and automated re-engagement campaigns. Why Personalization Works McKinsey reports companies that excel at personalization generate 40% more revenue, delivering over a trillion dollars in value across U.S. industries Instapage noted personalized experiences boost sales by 19%; 91% of shoppers prefer that brands remember them VWO found loyal customers are 70% more likely to repurchase—and existing buyers spend 67% more than new ones. Proven Results: CleverTap Clients in Action Carousell: 71% lift in Week 3 retention and 73% higher CTR via personalized messaging. Lenskart: 68% engagement growth and 75% boost in campaign efficiency through data-driven segmentation Actionable Roadmap: Activate Your Retention Engine Audit the checkout—reduce hidden fees, simplify sign-up, ensure mobile optimization. Leverage real-time triggers—push, SMS, email follow-ups for carts and interaction drop-offs. Activate AI segmentation–identify high-potential leads and tailor touchpoints. Execute multi-channel programs—combine email, push, ads for reactivation. Build emotional loyalty—recognition, exclusive access, native content beyond discounts. Marc-Antoine Hager’s Wake-Up Call to the Retail World Marc reminded us that loyalty isn’t transactional anymore. It’s deeply emotional. It’s not about how loud your campaign is—it’s about how deeply your message lands in someone’s life. “Loyalty is no longer about points. It’s about relevance, timing and connection,” he said. And in that moment, the room shifted. Because the truth hit home: we’re not selling products anymore—we’re selling experiences. And people don’t return for what you sell.. They return for how you made them feel. Marc-Antoine spoke not just as a leader, but as a listener—to the pain points of businesses that keep losing customers to silence, and to the expectations of a digital-first generation that values meaning over marketing. He urged us to stop building strategies that assume loyalty—and instead start building journeys that earn it. He challenged us to turn AI into Affective Intelligence—tech that doesn’t just optimize, but empathizes. And he showed us that the greatest comeback in retail isn’t just a recovered cart—it’s a customer who stays. In a world where 70% of shopping carts are abandoned and most brands still blast the same message to everyone, CleverTap offers something revolutionary: a way to turn insights into intention. Because every comeback starts with one brave brand saying: “I see you. I remember you. And I built this for you.” And maybe that’s what his keynote truly was—not just a roadmap, but a reminder.. That in a hyper-digital world, the most powerful strategy is still human understanding. Let us design with care, speak with timing and lead with empathy. Because in the end, technology may bring us close—but it’s the connection that brings them back. Check Out Our Upcoming Xchange Conference Events

By: Zenia Pearl V. Nicolas Wear Forward Philippines is redefining the future of fashion by combining artificial intelligence with circular business models. At the Retail Executive Summit Asia (RESA) 2025, the company showcased how AI-powered technology, clothing rentals, resale, repairs, and sustainable retail practices are helping reshape the Philippine fashion industry. How Wear Forward Philippines Uses AI to Transform Fasion In a sea of trends that come and go, one message stood out at RESA 2025: fashion doesn’t need to be fast to be forward. And leading that conversation was Prince JImdel Ventura, Founder and CEO of Wear Forward, a tech-driven circular fashion startup reshaping how Filipinos interact with clothing, consumption and community. Against the backdrop of soaring digital retail and increasing environmental consciousness, Prince’s session, AI-Driven Consumer Insights: Understanding the Filipino Shopper, tackled two pressing needs: intelligent retail and sustainable fashion. Wear Forward: A Circular Alternative to Disposable Fashion At the core of Prince’s talk was Wear Forward’s Clothing-as-a-Service (CaaS) model—an ecosystem that allows users to buy, rent, sell, swap, repair, donate or even access free fashion services. “We don’t need more trends,” Prince said. “We need to bring back life back to the classics and reduce fashion waste.” With over 60% of clothing going unused after just one or two wears, especially in fast-paced urban lifestyles, Prince emphasized the power of a shared wardrobe economy. His model not only aims to minimize waste and textile pollution—but also to build inclusivity by giving people affordable, stylish and sustainable access to clothing. He stressed that circularity isn’t just ethical—it’s strategic. The Filipino Shopper: AI and E-Commerce in Action In today’s hyper-connected landscape, Filipino consumers are more digitally empowered than ever. Following Prince’s discussion, Daniel Caparro, Chief Technology Officer of Wear Forward took the stage to dive deeper into the tech and behavioral data behind the shift. “There is a massive revenue potential in Philippine retail,” Daniel said. “But more than that, there’s a transformation in how people decide to spend—and AI is driving that change.” As of 2024, 78% of the Philippine population is actively purchasing online, driven by growing mobile penetration and accessible digital tools. Platforms like Shopee, Lazada and TikTok Shop aren’t just apps anymore—they’ve become habitual marketplaces integrated into daily life. Filipinos are spending an average of 3 hours and 34 minutes daily on social media (DataReportal 2024), with platforms like TikTok experiencing the fastest e-commerce growth, especially in categories like beauty, food and most—of all—fashion. Caparro explained how AI-driven predictive analysis is reshaping the buyer journey. “You add something to your cart and leave. A few days later, it’s still there—along with bundles, suggestions, flash sales,” he explained. “That’s not random. That’s AI at work, reading your patterns and refining your experience.” These recommendation systems don’t just enhance UX—they drive revenue, retention and relevance. According to GlobalData, the Philippine e-commerce market reached $24.1 billion in 2024, with a YoY growth of 19.6%, and is projected to hit $39.5 billion by 2028. That’s a CAGR of 28.6 %, ranking the Philippines among Southeast Asia’s fastest–growing digital markets. Caparro emphasized that the future of retail is already happening—and it’s data driven, mobile-first and deeply personal. AI in Action: Case Studies from the Philippine Market To illustrate how this plays out in practice, Prince presented several AI success stories—evidence that AI is not a far-off vision, but already deeply embedded in customer service, product recommendations and supply chain forecasting: Globe Telecom: By integrating AI/ML into its customer support channels, Globe improvised response times by up to 40%, significantly enhancing user satisfaction in a traditionally delayed service area. Lazada: Their AI-powered personalized recommendations boosted both conversion rates and customer loyalty, allowing users to discover relevant items based on past browsing and purchasing patterns. Shopee: with a rapidly growing base of multilingual users, Shopee developed instant-response AI chatbots that operate in Tagalog, English and other local dialects. These bots now handle everything from product inquiries to refund assistance. Startups and Social Platforms: From AI feeds on TikTok to auto-reordering algorithms used by local grocery startups, smaller players are using machine learning to predict needs, automate inventory stocks and provide better on-demand service. Prince summed it up best: “You might not see it, but AI is behind almost every scroll, suggestion and swipe.” Whether it’s through chatbots personalized feeds or inventory prediction, the message was clear: AI is no longer optional—it’s already powering the everyday digital experience of Filipino shoppers. Challenges and Opportunities in Philippine Retail While the growth is promising, Prince didn’t shy away from highlighting the critical bottlenecks facing Philippine digital commerce: Challenges: Infrastructure Gaps: With only 22,000+ existing cell towers, the country falls short of the 70,000+ needed to ensure stable internet across rural areas. Cash Culture: around 30% of the population remains unbanked (BSP 2024), relying on cash transactions—making digital adoption slower outside urban hubs. Data Privacy and Trust: Filipinos are increasingly concerned about how their data is being used. Without stronger protections, AI-based personalization could spark backlash. Regulatory Scrutiny: In 2024 alone, the Department of Trade and Industry (DTI) logged over 36,000 e-commerce complaints, many linked to fraud, delivery failures or misleading ads. But Prince emphasized that challenges breed innovation and the Philippines is standing on the edge of a digital renaissance. Opportunities: Mobile-First Adoption: With over 117 million mobile connections, the country is primed for mobile-first AI applications, including livestream selling, social commerce and in-app payment solutions. Cloud Expansion: Giants like AWS, Azure and Google Cloud are investing in local data centers, lowering costs and improving access to advanced tools for MSMEs. MSME Digitalization Support: Government initiatives such as Go Digital Pilipinas and the DIT’s MSME mentoring programs are accelerating tech readiness among small local brands. Social Commerce Potential: Filipinos are naturally community-driven and highly engaged on social platforms. Combining AI-targeted ads with influence-driven livestreams opens up a vast frontier for both sales and social impact. Advice for Aspiring Entrepreneurs When asked what advice he’d give to those hoping to launch a startup or enter the fashion-tech space, Prince gave a heartfelt and practical response: “Fall in love with the problem, not the solution. Most people build something they think is cool—but don’t validate if the market needs it.” He emphasized that defining the pain point is where the real innovation starts. “Be ready to sacrifice your time, comfort and even money. Fail fast, learn and relaunch. The clarity comes when you commit to solving the problem completely.” As a Clothing Technology graduate from UP, Prince’s advice blended both idealism and practicality—exactly what aspiring founders need in a rapidly shifting market. Actionable Takeaways for Brands and Consumers For brands, Prince urged: Invest in AI-driven analytics Integrate offline and online touchpoints (omnichannel selling) Be transparent with data Collaborate on infra gaps with government and MSMEs For consumers, the reminder was simple: Use digital tools (price comparisons, e-wallets) Support transparent brands Shop smartly across channels Give feedback to improve AI services Final Thoughts Wear Forward isn’t just a fashion tech brand—it’s a movement. One that uses AI not just to sell smarter, but to shop better. It challenges both businesses and consumers to redefine value—from what’s new to what’s needed. At RESA 2025 PH, Prince and Daniel reminded us that: Innovation isn’t just found in new products or new platforms—sometimes, it’s in new perspectives. In choosing timeless over trendy.

PayPal's Board Snubs the $53 Billion Stripe-Advent Bid A takeover offer that would have reshaped the global payments landscape has hit its first real obstacle. According to Reuters, PayPal's board views the $53 billion acquisition proposal from rival Stripe and private equity firm Advent International as inadequate, citing concerns over valuation, financing certainty, and regulatory risk. For finance and payments leaders across Asia Pacific, this is more than a Wall Street headline. It is a preview of how consolidation, competitive pressure, and boardroom strategy will keep reshaping the fintech sector this year, and a reminder of why these conversations matter for anyone building a payments or CX strategy in the region. What Happened Stripe and Advent submitted a joint proposal earlier this month offering roughly USD 60.50 per share, valuing PayPal at more than USD 53 billion. Under the structure reported by Reuters, Stripe and Advent would jointly own PayPal, each holding an equal stake, rather than splitting the company apart. PayPal has not formally responded, but sources say its board sees the offer as undervaluing the company relative to its turnaround potential, while also weighing the deal's financing structure and the likelihood of antitrust scrutiny given how dominant the combined entity would be in online payments. Combined, Stripe and PayPal are the two most widely used payment platforms for internet merchants worldwide, together processing an estimated USD 3.7 trillion in annual transaction volume. A merger of that scale would almost certainly draw close regulatory attention in multiple markets, which is part of why the consortium has reportedly discussed remedies such as separating PayPal's Braintree unit if required. Why the Board Said No, For Now Valuation gap: directors reportedly believe the offer does not fully reflect PayPal's long-term value if its turnaround strategy succeeds. Financing certainty: the deal relies on a large committed bank financing package alongside equity contributions, and boards typically want assurance that financing will hold through closing. Regulatory exposure: combining the two largest online payment platforms raises obvious antitrust questions in the US and other major markets. Timing: PayPal's board is also watching its own turnaround progress, including its upcoming earnings report, before deciding how to respond. What This Signals for Fintech and Payments Leaders in APAC Deals like this rarely stay contained to the companies involved. They tend to ripple outward, prompting boards, CFOs, and payments leaders everywhere to ask sharper questions about valuation, platform consolidation, and where the next wave of competitive pressure will come from. A few themes worth watching as this story develops: Consolidation pressure in payments is accelerating, and APAC providers should expect more cross-border interest from global players looking to acquire scale and consumer relationships. Boards are placing more weight on financing certainty and regulatory feasibility, not just headline price, when evaluating M&A offers. Consumer wallet ownership remains a strategic prize. Much of the appeal of PayPal to an acquirer like Stripe lies in its large base of consumer accounts, something merchant-focused platforms often lack. Continue the Conversation at financeX Payments consolidation, fintech fraud, and the evolving CX-finance intersection are exactly the kinds of conversations we unpack at financeX, Rockbird Media's leadership conference series for finance and payments executives across Asia Pacific. If you are tracking how fraud and risk teams are adapting to a shifting payments landscape, our earlier piece on fintech fraud trends in Asia is a useful companion read. And for a look at how AI is reshaping decision-making in financial services more broadly, see our coverage from dataAIX on how APAC institutions are operationalizing AI in high-stakes environments. PayPal's board has not shut the door. Sources describe the Stripe-Advent consortium as the most serious bidder on the table, and both sides remain interested in reaching an agreement, even if the current number falls short. Expect negotiations to continue over the coming weeks, with pricing, financing, and regulatory strategy all still in play. For finance and payments leaders in the region, the underlying lesson holds regardless of how this specific deal resolves: platform scale, consumer relationships, and regulatory readiness are becoming the real currency of competitive advantage in payments.

By: Zenia Pearl V. Nicolas Salomon’s Shanghai Concept Store When Salomon decided to open its latest concept store in Shanghai, it wasn’t just another retail expansion. It was a statement, a declaration that outdoor culture, fashion and community now live side by side in China’s most stylish neighborhoods. The new Anfu Concept Store, located in a historic French-style building on Shanghai’s Anfu Road, brings together two worlds: Parisian heritage and Shanghai’s restless urban pulse. Shanghai as a Stage for Outdoor Lifestyle Growth Why Shanghai? The answer lies in how quickly the city has embraced outdoor living as part of its culture. In recent years, Chinese consumers have shifted from seeing hiking gear and trail shoes as niche to viewing them as everyday fashion. Salomon’s leadership is watching this trend closely. “Chinese consumers have presented a growing focus on functionality and integrated demands for styling and performance,” said Guillaume Meyzenq, Salomon’s President and CEO. “With this grand opening, we look forward to growing with Chinese consumers and bringing more innovation to the world.” The choice of Shanghai, a city balancing history and hyper-modernity makes sense. It’s a retail environment where global brands either blend in with local culture or risk being forgotten. When Parisian Craft Meets Shanghai Energy Step inside the Anfu Concept Store and you immediately feel the brand’s French roots. The interior was inspired by Salomon’s Sportstyle store in Paris’ Marais district, a place known for elegance and creativity. But the Shanghai version isn’t a copy. It’s infused with the city’s vibrancy, mirroring Anfu’s road mix of boutique shopping, coffee culture and creative expression. French craft meets Shanghai energy and the result is a retail space that feels as much like an experience as it does a store. As David Kibler, Deputy Consul General of France in Shanghai, noted at the opening: “Salomon has showcased French craftsmanship excellence combined with constant innovation. The store continues to forge links between our territories, our cultures and our talents.” From Storefront to Street: Retail as a Community Platform Salomon didn’t just open its doors and wait for people to walk in. Before the launch, the brand collaborated with 11 local shops on Anfu Road, weaving itself into the community’s fabric. This local-first approach helped establish the brand not only as an international player but also as a neighbor invested in Shanghai’s creative scene. The store is also designed as a hub, not only for shopping but for events, meet-ups and collaborations. Visitors can expect exclusive product drop, athlete appearances and partnerships with local designers. In this way, the store blurs the line between retail and community, turning the brand into part of everyday life. Road to the Future: Where Style and Performance Intersect The opening also introduced Salomon’s “”Road to the Future” project to China. First unveiled at Paris Fashion Week, the project highlights how performance gear can live comfortably in the world of fashion. In Shanghai, it featured the debut of the XT-Whisper shoe, designed for Chinese urban explorers. Salomon’s VP for Greater China, John Yin, explained the broader ambition: “We hope ‘Road to the Future’ will inspire more original designs and help Chinese design talent enter international markets.” Brand ambassadors like actors Jingting Bai and Jinmai Zhao added star power to the launch, while also engaging with Shanghai’s GO WILD outdoor community. These interactions showed how Salomon wants to do more than sell shoes, it wants to shape conversations about how city life and outdoor culture overlap in modern China. Retail’s New Climb: Turning Flagships Into Cultural Blueprints What makes this opening important for the retail and e-commerce industry is the model it sets. Concept stores are no longer just about products neatly displayed under spotlights. They are immersive spaces where commerce, culture and community converge. For Salomon, the Anfu store isn’t just a flagship, it’s a blueprint. By merging heritage with localization and commerce with cultural storytelling, the brand shows how future retail spaces might look across Asia and beyond. Culture, Commerce and Connection In Shanghai, Salomon isn’t simply selling footwear or outdoor apparel. It’s selling an idea: that performance and style can walk the same path, and that a retail store can be as much a cultural hub as a shopping destination. The Anfu Concept Store is more than a place to buy gear, it’s a place to belong. And Shanghai’s story is just one glimpse of how retail is evolving across Asia. From concept stores that double as cultural hubs to digital-first platforms shaping everyday lifestyles, the region is setting the pace for what comes next. References Retail Asia. (2025, August 11). Salomon opens new concept store in Shanghai, China. Inside Retail Asia. (2025, August 11). Salomon opens Anfu concept store in Shanghai. Footwear Magazine. (2025, August). Salomon Opens Anfu Concept Store in Shanghai Blending Paris and Local Culture. Retail News Asia. (2025, August). Salomon Unveils Anfu Concept Store in Shanghai: A Fusion Of French Elegance And Chinese Innovation. If you enjoyed this Retail insights, give this a read: From Strawberries to Smartphones: How Amazon’s Same-Day Grocery Revolution Is Redefining Convenience in America Learn more about rockbird media

Malaysia Digital Transformation Malaysia has entered the third and most consequential phase of its national digital economy plan, and for customerX leaders, this is not background policy news. It is a signal of where customer expectations, regulatory obligations, and competitive benchmarks in the region are headed over the next two years. At the Asian Banker Summit 2026, Malaysia's Minister for Digital, Gobind Singh Deo, framed the moment plainly: the test of the country's digital ambitions is whether the investment flowing into the country translates into real domestic capability, stronger SMEs, higher-value jobs, and services that reach more people. That same test applies directly to CX. Phase 3 of the Malaysia Digital Economy Blueprint (MyDIGITAL), running from 2026 to 2030, is where sectoral transformation has to show up in how every business actually treats its customers, not just in policy documents. For CX leaders at banks, retailers, telcos, and B2B enterprises operating in or selling into Malaysia, this blueprint phase touches four areas directly: how customer data is governed, how AI gets embedded into service delivery, what infrastructure now supports real-time personalization, and what "trust" means as a competitive differentiator rather than a compliance checkbox. From Foundation-Building to Sectoral Delivery To understand why 2026 matters, it helps to see where Malaysia has come from. MyDIGITAL was structured in three phases. Phase 1 (2021–2022) strengthened digital foundations and infrastructure. Phase 2 (2023–2025) drove inclusive digital transformation across society and business. Phase 3, beginning in 2026, is where sectoral transformation has to follow, positioning Malaysia as a regional leader in digital content and cybersecurity. The numbers behind this third phase are substantial. Malaysia has attracted roughly MYR 144.4 billion (about USD 30 billion) in data centre and cloud investment between 2021 and June 2025, with the broader digital investment pipeline exceeding USD 59 billion as of April 2025. The digital economy's GDP contribution stood at roughly 23% in 2023, and Prime Minister Anwar Ibrahim has set a 2030 target of 30%, articulated through the AI Nation 2030 vision announced in August 2024. Budget 2026 backs this up with direct allocations. RM5.9 billion was allocated in Budget 2026 to accelerate AI, establish a Sovereign AI Cloud, and enhance digital infrastructure, and Malaysia now ranks second in ASEAN on the GSMA Digital Nations Index 2025 for connectivity and digital capability. On the policy side, the government is expanding MyDigital ID and the GovTech Malaysia Unit to streamline and secure access to public services, while a new Sovereign AI Cloud and continued investment in the MADANI Submarine Cable Connection are meant to strengthen national data sovereignty and AI capability. This is the operating environment CX leaders now have to plan around: a government actively building the rails for an AI-native economy, with explicit targets for what businesses are expected to deliver on top of them. Digital Trust Becomes a CX Differentiator, Not Just a Legal Requirement The most immediate, practical shift for CX teams sits inside Malaysia's data protection overhaul. The Personal Data Protection (Amendment) Act 2024 rolled out in three phases between January and June 2025, marking the most significant overhaul of Malaysia's data protection law since the original PDPA's inception, and is complemented by the National Guidelines on AI Governance and Ethics introduced in September 2024. What changed matters directly to anyone running contact centers, loyalty programs, marketing automation, or personalization engines: Mandatory breach notification is now law. From June 2025, data controllers must notify the Personal Data Protection Commissioner as soon as practicable if they have reason to believe a breach occurred, and if the breach is likely to cause significant harm, affected individuals must also be notified without unnecessary delay. Data Protection Officers are now mandatory for many CX-heavy functions. Organisations must appoint a DPO if they engage in activities requiring regular and systemic monitoring of personal data, with examples explicitly including online behavioral advertising, algorithmic recommendations on retail sites, and monitoring data from wearables or CCTV. If your CX stack includes recommendation engines or behavioral targeting, this almost certainly applies to your organization. Penalties have increased sharply. Fines for non-compliance can now reach up to RM1,000,000, with severe breaches potentially resulting in imprisonment, and data processors now carry direct liability for the first time, meaning cloud providers, payroll vendors, and customer service teams handling personal data on an organization's behalf can be independently penalised, multiplying an organization's exposure if a vendor fails. Customers can now move their data. From June 2025, data subjects have the right to request that their personal data be transmitted directly from one data controller to another, subject to technical feasibility and format compatibility. This is a portability right with direct CX implications: switching costs for customers in banking, telco, and subscription businesses are about to get lower, not higher. For CX leaders, the implication goes beyond legal compliance. Effective PDPA compliance generates measurable business benefits, including enhanced customer trust that leads to improved retention and competitive advantage in privacy-conscious markets. In a region where Digital Trust is now a named pillar of national strategy, alongside AI Nation 2030, being demonstrably trustworthy with customer data is becoming a brand differentiator that customers can actually perceive, particularly as breach notifications become public and visible. AI Moves from Pilot to Embedded Infrastructure The second major shift is in how AI is expected to show up inside customer-facing operations. Malaysia's National AI Office, launched in December 2024, is steering this. Minister Gobind Singh Deo described an AI-native economy as one where intelligence is embedded into how decisions are made across every sector, arguing that this requires governments and industries to reorganise around new structures rather than simply adopting new tools within existing ones. He pointed to India's Aadhaar program as a reference point: government-built identity infrastructure changed what financial institutions could do, but only for organizations willing to change their processes to use it. That is a direct challenge to CX leaders sitting on legacy CRM and contact center architecture. Bolting an AI chatbot onto an unchanged service model is not what the blueprint's third phase is asking for; the expectation is structural change in how service, sales, and support actually operate. This shows up in market data too. The Malaysia digital transformation market was valued at USD 10.68 billion in 2025 and is estimated to grow to USD 29.74 billion by 2031, at a compound annual growth rate of 18.62%, with generative AI platforms projected to expand at 19.12% CAGR through 2031, the fastest among all technology segments tracked. Retail and e-commerce is one of the named end-user industries driving this, alongside BFSI and telecom, sectors where customer experience is the primary battleground for differentiation. A practical constraint worth knowing about: government data readiness is lagging the ambition. The Data Sharing Act 2025 was designed to enable inter-agency data flows, but implementation revealed that a substantial portion of government-held data has not been digitised, prompting a digitisation audit policy requiring each ministry to inventory its data holdings before any AI integration can proceed. If you sell into or partner with public sector touchpoints in Malaysia, that practical lag is worth factoring into your CX and AI rollout timelines, even if your own systems are ready. Infrastructure Is Catching Up to Personalization Ambitions CX leaders have spent years being told that real-time personalization, omnichannel consistency, and instant resolution are non-negotiable. Malaysia's infrastructure investment is now making those expectations technically realistic at national scale. Rapid 5G coverage, now at 82.4% of the population, is reducing latency for cloud and edge workloads, while SME-focused grants under the Malaysia Digital program are spurring mass adoption of enterprise-grade software even among smaller firms. This matters for CX strategy because it closes the gap between what large enterprises and mid-market businesses can credibly deliver to customers. A regional retailer or mid-sized bank in Malaysia is no longer structurally disadvantaged on responsiveness or omnichannel capability the way it might have been five years ago. On the e-commerce side specifically, businesses are moving beyond traditional online shops toward omnichannel strategies that link e-commerce platforms with social media, live-streaming sales, and mobile apps, while payment integration through e-wallets like Touch 'n Go and GrabPay continues to enhance customer convenience and logistics improvements support faster delivery times. Smaller retailers are increasingly using digital marketplaces and social commerce to reach customers directly, which means competitive pressure on customer experience is intensifying across the size spectrum, not just at the enterprise level. What This Means for CX Leaders: Four Priorities for 2026–2027 Pulling the threads together, four priorities stand out for CX, marketing, and digital leaders operating in or selling into Malaysia over the next two years. First, treat data governance as a CX capability, not a legal afterthought. With DPO requirements, breach notification timelines, and data portability rights all now active law, the organizations that win on trust will be the ones that operationalize PDPA compliance inside their CX and martech stack, not the ones that bolt on compliance after the fact. Second, audit where AI is genuinely embedded versus where it is cosmetic. The national strategy is explicit about wanting structural change, not pilot-stage tools. CX leaders should be asking whether their AI investments are actually changing how decisions get made for customers, or simply automating the same processes faster. Third, use the infrastructure window. With 5G coverage and cloud maturity now broadly available, the technical excuses for inconsistent omnichannel experience are disappearing. This is the moment to close gaps in real-time personalization and cross-channel data unification before competitors do. Fourth, watch the regional spillover. Malaysia's blueprint does not exist in isolation. ASEAN AI Safety Network coordination, cross-border data transfer guidelines, and shared digital trust frameworks mean that decisions made in Kuala Lumpur increasingly shape what is expected of CX teams across Singapore, the Philippines, Vietnam, and the broader region. Where This Conversation Continues Malaysia's blueprint is a useful lens, but it is one piece of a much larger regional shift in how customer experience, data governance, and AI strategy are converging across APAC. Rockbird Media tracks these developments closely across our customerX coverage and our Worldwide News category, where we follow policy shifts like this one as they ripple across markets. These themes are also central to the conversations we convene in person. Our customerX Series brings together CX leaders from across the region to work through exactly these questions: how to operationalize trust, embed AI meaningfully, and build service models ready for what's next. If your organization is navigating AI-driven CX transformation alongside tightening data regulation, it is worth exploring our broader Xchange Series of executive summits, where these conversations happen with the people actually setting the agenda. For deeper background on the policy side, the Malaysia Digital Economy Blueprint document from the Economic Planning Unit and ongoing updates from MyDIGITAL Corporation are worth bookmarking directly.

By Zenia Pearl V. Nicolas A Fresh Twist on a Timeless Slogan Nike has always had a knack for reading the cultural moment. When it rolled out back in 1988, the line wasn’t just advertising—it was a challenge. It spoke to people well beyond professional athletes, telling them they could start where they were, try anyway, and keep moving even on the days it felt impossible. Now, nearly four decades later, Nike is asking a new question: “Why Do It?” The campaign doesn’t reject the old slogan—it reframes it. Instead of a directive, it’s an invitation. It meets today’s athletes, particularly Gen Z, where they are: questioning, pragmatic, and looking for meaning in every choice. As Nike Chief Marketing Officer Nicole Graham explained, From Command to Conversation “Just Do It” was about action. “Why Do It?” is about reflection. The nuance matters. That change lines up with the way Gen Z sees the world. They grew up online, fact-checking everything and questioning what’s handed to them. Slogans and traditions don’t impress them on their own, they want to know the context, the “why” behind it, before they buy in. They ask before they commit. Research from Stanford and EY has even described them as the “pragmatic generation,” shaped by constant fact-checking, digital transparency, and a hunger for authenticity. Nike understands that for this generation, greatness isn’t a trophy—it’s a process. It’s every missed shot, every restart, every choice to keep going. A Balancing Act With Brand Legacy Of course, when you tinker with one of the most valuable taglines in history, you’re bound to spark debate. Branding experts are split. Some praise the move as bold and culturally relevant. David Aaker, vice chairman at Prophet, said the campaign adds richness and “a much-needed burst of energy” without replacing the legacy of “Just Do It”. Others are more cautious. Oana Leonte, founder of global brand strategy company Unmtchd, reminded marketers that “Just Do It” is not just another campaign—it’s Nike’s North Star, she wrote. Marketers know the drill: heritage gives a brand power, but it won’t keep you relevant forever. Change too little, you risk fading. Change too much, you risk losing what made people trust you in the first place. Storytelling for Today’s Athlete The new film, voiced by Tyler, The Creator, brings together athletes from different sports; LeBron James, Carlos Alcaraz, Caitlin Clark, Rayssa Leal, Vini Jr., Qinwen Zheng, and others. What connects them isn’t trophies but the choice to keep showing up, even when it’s hard. Caitlin Clark put it best. For a generation dealing with perfectionism, burnout, and the constant noise of social media, that message hits home. Nike isn’t just talking about sneakers, it’s stepping into the role of mentor and cultural guide. Lessons for Marketers What can the rest of us in marketing take from Nike’s gamble? Heritage needs evolution – Timeless assets must adapt to stay alive. Nike didn’t abandon “Just Do It”—it stretched it. Cultural alignment matters – Gen Z responds to authenticity and purpose, not empty commands. Dialogue beats directive – Today’s campaigns succeed when they spark conversation rather than dictate behavior. Risk itself has value – Even critics prove relevance. If people are debating your brand, you’re in the cultural spotlight. Balancing Legacy and Change Nike’s “Why Do It?” campaign isn’t about retiring the past, it’s about ensuring its future. It acknowledges that even the strongest brands can’t stand still. Carlos Alcaraz captured the heart of it. And maybe that’s what Nike is really telling marketers, too. Legacy is powerful, but relevance is earned, point by point, choice by choice. Sources Nike Newsroom. (2025). Campaign Asia. by Matthew Keegan. (2025). Fortune. by Sydney Lake & Nick Lichtenberg. (Sept. 5, 2025). Discover Executive Roundtables and Bespoke Enterprise Events with Rockbird Media

Singapore—The retail and e-commerce landscape in Southeast Asia witnessed a transformative moment as Rockbird Media successfully hosted the first-ever Singapore edition of its Retail & E-Commerce Summit Asia (RESA) on September 26, 2024, at One Farrer Hotel. Under the theme "Retail Revolution: The Limitless Growth in the Age of AI," this groundbreaking event brought together over a hundred visionaries, including CEOs, CTOs, and digital transformation leaders from across the region. With Singapore's retail and e-commerce revenue projected to reach an impressive US$5,901 million in 2024, RESA emerged as a timely platform to explore the transformative potential of AI in this burgeoning sector. With keynote addresses, interactive breakout sessions, and panel discussions led by titans of the industry, the summit lived up to its promise as a crucible of innovation. Key highlights of the event included in-depth explorations of AI-driven personalization, predictive analytics in inventory management, and the seamless integration of online and offline retail experiences. The insights discussed at RESA have the potential to impact strategies throughout the region as Singapore solidifies its status as a center for retail innovation. After the event, attendees had useful, doable knowledge to help them navigate the AI-driven retail environment, which is crucial for putting new plans into place within their companies. RESA Singapore 2024 stands as a true testament to the dynamic evolution of retail in the digital era. Looking ahead, Rockbird Media is optimistic about expanding its scope and reach in the coming years, continuing efforts to solidify RESA’s position as a must-attend event in the retail and e-commerce calendar. For more information, please visit rockbird media.

By Mari Martinez If there was ever a week that redefined what “AI progress” means, CES 2026 was it. Major players in the AI chip game didn’t just announce incremental updates — they revealed the building blocks of the next era: massive compute platforms, hybrid AI ecosystems, and an unambiguous shift from experimentation to deployment at scale. Here’s the real story behind the headlines. Nvidia’s Vera Rubin: A New Backbone for AI At CES 2026, Nvidia unveiled its Vera Rubin AI computing platform, a rack-scale supercomputing architecture purpose-built for next-generation AI demands. Named after the American astronomer who made massive headway into the field of dark matter, Nvidia is signalling the significance of their technology in the larger AI landscape. With AI now central to global economic and technological transformation, Nvidia has cemented itself as the backbone of modern AI infrastructure, continuing to justify its position as the world’s most valuable company. Vera Rubin isn’t just a faster GPU — it’s a tightly integrated suite of: Rubin GPUs Vera CPUs High-speed networking (NVLink 6, Spectrum-X) Smart DPUs (BlueField-4) AI-native memory systems All designed to slash training and inference costs by up to 10 times, support trillion-parameter models, and drastically accelerate long-context reasoning and agentic AI use cases. The platform is already in full production and set to roll out across major cloud providers later this year, a huge milestone for scaling AI infrastructure globally. (Nvidia, 2026) Why it matters: this effectively sets a new standard for enterprise and hyperscale AI training — cheaper, faster, and more accessible — which is critical as organizations move from pilots into mission-critical AI deployments. AMD Isn’t Sitting Still At the same event, AMD doubled down on “yotta-scale” computing with its Helios rack platform and expanded Instinct MI GPU lineup. In case you were wondering what a ‘yotta’ is AMD CEO Lisa Su was kind enough to explain: “A yottaflop is a one followed by 24 zeros.” That’s a lot, which is can be said about the industry’s future compute needs. According to her, 10 yottaflops of processing power is needed by the world within five years, “10 yottaflop flops is 10,000 times more compute than we had in 2022," and expanded on how the company’s aggressive product strategy is structured to support that scale moving forward. Competition at the infrastructure level is alive and well. Nvidia may lead today, but AMD’s end-to-end vision across data center to client devices ensures customers have genuine choice — and forces all vendors to innovate faster. Lenovo Pushes Hybrid + Personal AI Everywhere Lenovo’s CES announcements weren’t just about hardware — they were about AI ecosystems that span devices, clouds, and workflows: Lenovo + Nvidia AI Cloud Gigafactory — a strategic push with Nvidia to accelerate enterprise AI deployments at gigawatt scale, reducing barriers from prototype to production. Qira — a unified AI agent that spans PCs, phones, wearables, and services, bringing personal and proactive AI into day-to-day workflows. Next-generation AI inferencing servers and edge systems designed to bring AI to where data lives — not just to the cloud. What this signals: AI isn’t just a back-end data center game anymore. We’re entering a hybrid era where intelligent agents operate across users, devices, and enterprise environments — blurring the lines between personal productivity and operational AI. Market & Infrastructure Implications The buzz isn’t purely technical: Nvidia executives affirm “tremendous demand” for AI infrastructure, and investors are responding accordingly. Stock markets are pricing in massive chip-led AI growth, while compute suppliers are ramping capacity. New entrants like Razer’s AI dev workstation show that demand is spreading beyond hyperscalers into developer and SMB segments. This broadening of the compute landscape means hardware, tools, and ecosystems are converging in new ways — drawing more organizations into AI readiness faster than many expected. Strategic Reality Check After CES 2026 While CES was all about technology launches, McKinsey’s latest AI research reminds leaders of a hard truth: AI adoption is widespread but shallow. Most orgs are still in pilot or early scaling phases. Value comes from integration, not experimentation. Winning companies aren’t just deploying models — they’re embedding AI into workflows, decision processes, and product lines. Analysts estimate AI could unlock trillions in economic value by 2030, but only if companies architect for scale, intelligence, and governance — not novelty. The New Priorities for 2026 CES 2026 showed exactly what the priorities should be for leaders: Build modern AI infrastructure: If your teams are still on ad-hoc GPUs and pilots, you’re not ready for the next wave of enterprise AI. Invest in data quality & governance: Cheap compute is great — but poor data costs far more in bad decisions and failed deployments. Embrace hybrid + agentic AI: Push beyond traditional automation into contextual and autonomous agents that drive business outcomes. Think beyond cloud alone: Edge, inference, hybrid orchestration — these will define where AI delivers competitive advantage. Bottom Line: We’re no longer talking about if AI matters — we’re talking about how fast it will be woven into the core fabric of every major business. This week’s announcements weren’t incremental — they were foundational. Turn Insights Into Action The infrastructure is ready. The technology is proven. The question is: Is your organization? rockbird media's dataAIX conference brings together the insights, strategies, and connections you need to move from AI experimentation to enterprise-scale deployment. Join C-level executives and decision-makers who are turning AI ambitions into competitive advantages. 📍 Kuala Lumpur | 📅 March 26, 2026 This isn't just another AI conference — it's a focused gathering of leaders who are building the foundations for AI-driven transformation. Secure your place in a curated community that's shaping the future of enterprise AI.