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I. The Current Landscape and the AI Marketing Paradox in the FMCG Customer Journey

According to reports by MMA and Decision Lab, 89% of Vietnamese enterprises have integrated AI into their marketing strategies. Within the FMCG sector, AI is demonstrating clear value at the operational level: automating creative production, optimizing media buying, and personalizing messaging for specific micro segments. A prime example is Nestlé’s use of Google AI to deliver 50,000 personalized Lunar New Year greetings, which resulted in a 23% increase in brand favorability.

However, a paradox is emerging: most businesses are stalled at the “more, faster, cheaper” stage, overlooking the emotional layer where FMCG purchasing decisions are truly formed. While hundreds of content variations are distributed continuously, the lack of a unified experience architecture often leads to increased reach at the expense of emotional resonance.

Forward thinking brands are pivoting: shifting from “AI for productivity” to “AI for empathy.” As Dr. Soumik Parida from RMIT Vietnam observes, the true power of AI lies not in creative automation, but in its ability to elevate storytelling and deepen customer engagement.

AI is only effective when guided by a Brand Experience (BX) mindset. AI acts as an amplifier; it scales what the brand already possesses. If the BX foundation is weak, AI merely scales fragmentation.

To understand how this philosophy is applied in practice, we spoke with Mr. Nguyen Huu Tai, Account Director at Novaon Digital. A strategic communications expert with over 13 years of experience in the FMCG industry, Mr. Tai has collaborated with major brands including Vinamilk, Kido Group, Nutifood, Want Want, and Kewpie.

Question 1: From your perspective working directly with FMCG brands, how is the application of AI in creative production transforming the customer brand experience?

Answer:

 AI is actively driving business growth for pioneering FMCG brands, particularly at the operational level. In the dairy and beverage sectors, AI analyzes regional and temporal purchasing behavior to adjust messaging based on context: emphasizing energy in the morning and family care in the evening. We are seeing higher CTRs, improved conversion rates, and reduced media costs. This is a significant leap forward.

However, after years of working directly with FMCG labels, I have identified a critical limitation. FMCG is an industry driven by rapid decision making and consumer emotion; shoppers do not deliberate for long. They choose based on habit and accumulated brand memory. Therefore, brand strength does not reside in a single piece of content, but in an emotional structure repeated consistently enough to build familiarity.

The Impact of AI on Brand Experience from a Content Production Perspective

Source: Novaon Digital

The underlying issue is that most brands utilize AI to optimize individual touchpoints rather than designing a unified experience architecture. Hundreds of content variations are generated continuously, each optimized according to its own isolated metrics. Consequently, while brand visibility becomes more frequent, recall rates do not increase proportionally. Engagement may rise, yet emotional depth fails to follow.

AI empowers brands to achieve broader coverage, but coverage is not synonymous with building memory. When a purchasing decision occurs in a matter of seconds, the advantage always belongs to the brand that has previously secured “top of mind” status, not necessarily the brand that appeared most frequently in the past week.

Question 2: In your opinion, how should AI be leveraged to help FMCG brands understand and connect more deeply with their customers?

Answer: 

I believe we must re evaluate the role of AI within the FMCG sector. If AI remains limited to producing content faster and in greater volume, it will fail to create deeper connections. The true revolution begins only when AI evolves from a content production tool into an experience architect.

Firstly, AI can “breathe life” into digital media assets if it is integrated into creative thinking from the very beginning. A TVC or short form video should no longer be a static, fixed version; it can be adjusted based on consumption context, geography, timing, or prior behavior. When content accurately reflects the viewer’s real life circumstances, it becomes more vivid and relatable, moving beyond a mere advertisement optimized for metrics.

Secondly, hyper personalization should not be interpreted as the mechanical creation of thousands of different versions. The key is to build a scalable creative system where every variation adheres to the same aesthetic standards and brand positioning. While AI can process data and deliver the right message to the right segment, the visual structure, tone of voice, and core emotional resonance must be designed with consistency from the outset. Personalization must sharpen the brand identity, not dilute it.

Four Strategic AI Applications for Deeper Consumer Connection: Insights from Mr. Nguyen Huu Tai

Source: Novaon Digital

Thirdly, AI enables the transformation of passive content into interactive experiences. Packaging can now trigger personalized mini games; a social campaign can respond dynamically based on user choices; and AR applications can project products directly into a consumer’s physical space. When consumers participate rather than merely observe, they do more than memorize a message—they form a personal experience with the brand.

Finally, to prevent these efforts from becoming a fragmented content matrix, brands require a robust identity protection mechanism. AI can afford to be flexible at the level of expression, but it must remain steadfast at the level of positioning. Every variation must anchor back to the same value system and core emotional driver. Without this layer of control, personalization risks dismantling the very brand equity we aim to build.

When AI is assigned its proper role, it does more than help a brand understand the consumer—it ensures the brand appears at the right moment, within the right context, and with the right emotional resonance. In the FMCG sector, where purchasing decisions are instantaneous, this precision is what creates a genuine connection.

II. The FMCG Content Revolution: Transitioning from Production Tool to Experience Architect through Brand Assets

While the initial phase of AI adoption in FMCG focused on cost efficiency, the next wave is completely redefining the narrative. The most fundamental shift is the ability to transform brand assets from static to dynamic states. A single concept can now be adjusted for geography, timing, user behavior, and consumption cycles—generating thousands of variations within 48 to 72 hours, a process that previously took weeks.

Coca-Cola serves as a definitive case study. Their 2023 “Masterpiece” campaign utilized Stable Diffusion AI to breathe life into works by Van Gogh, Vermeer, and Turner, turning every TVC frame into a unique visual experience. Following this, the “Create Real Magic” platform empowered consumers to generate their own AI brand assets, garnering over 120,000 interactions in just 11 days. Media assets are no longer a one way broadcast; consumers are now active co creators.

Coca-Cola’s international AI-driven “Masterpiece” campaign generated significant engagement and resonance among global consumers.

Source: Novaon Digital

In Vietnam, this trend is manifesting through various formats: virtual brand ambassadors, GenAI video, interactive AR packaging, and context aware emotional chatbots. The common thread is that a brand asset is no longer a fixed product approved once; it is a content system capable of adapting to each individual user.

However, as scale increases to thousands of variations, the primary risk is not technical, it is brand dilution. The solution is not to limit AI, but to establish an immutable set of principles regarding core emotion, visual language, and tone of voice. This ensures AI remains flexible in delivery while staying loyal to the positioning. When this framework is correctly established, hyper personalization sharpens the brand’s image in the eyes of the consumer rather than blurring it.

Question 3: Given current AI technological advantages, could you share specifically how FMCG brands should transform media assets into personalized interactive experiences, particularly within today’s Social-first campaigns?

Answer: 

In a Social-first environment, content cannot remain a one way broadcast. It must possess the ability to respond and adapt to each user. Otherwise, the brand is simply struggling to cut through an already saturated information stream.

AI facilitates the transition of media assets from a static to a dynamic state. Instead of a single fixed video for the entire market, brands can design an “open” content architecture. Here, messaging and imagery are adjusted based on real time data such as location, access time, or prior interaction behavior.

For instance, in the beverage industry, the same campaign could display differently during a sweltering afternoon in the South versus a cool evening in the North. The viewer no longer feels they are watching a mass market advertisement; they perceive content that is relevant to their immediate circumstances.

The Evolving Role of Content in the AI Era

Source: Novaon Digital

However, the differentiator is not merely changing images or text. The true power lies in real time transformation. When a user finishes a video, interacts with a post, or participates in a mini game, the system can instantly adjust the subsequent content they encounter. Consequently, the communication journey becomes a continuous feedback loop rather than a series of fragmented touchpoints.

In a Social-first context, where algorithms prioritize content that drives retention and deep interaction, AI optimizes not only distribution but the internal experience of the content itself. Content is no longer something to be viewed; it is something to be inhabited and responded to.

When designed correctly, every customer feels they are the protagonist of the brand story. In the FMCG sector, where product differentiation is increasingly narrowing, this sense of “exclusivity” is exactly what creates a sustainable competitive advantage.

Question 4: In practical implementation, how can FMCG brands maximize AI’s large scale media production capabilities while ensuring that each personalized asset remains consistent with a brand identity built over many years?

Answer: 

Real Connection does not stem from personalizing as much as possible, but from personalizing within the right context while maintaining a consistent emotional journey. There are three core elements to achieving this.

First, shift from informational personalization to contextual personalization. Rather than just swapping text based on age or gender, AI must understand where the customer is in their day, their mood, and their consumption cycle. For the same product, a nutritional message for the morning is entirely different from a family dinner message.

Second, balance AI and human intelligence. If left entirely to algorithms, brand messaging becomes cold and disjointed. AI handles data processing and scalability, while humans safeguard the emotion, storytelling, and brand spirit.

Third, construct a seamless emotional journey. Many FMCG organizations optimize individual channels according to isolated KPIs, which creates localized performance but fractures the overall experience. AI must act as a cross platform data connection layer, ensuring consumers do not just see personalized content but experience a coherent brand narrative.

When these three elements are synchronized, AI ceases to be a mass production machine and becomes a platform that helps the brand appear in the right context, uphold its identity, and nurture emotions throughout the journey.

III. Real Connection in the AI Era: The Secret to Scaling Emotional Impact for FMCG Brands via Media Assets

When AI can produce content at an unlimited scale, the real question is no longer “how to create more” but “how to ensure each asset resonates with the right emotion, for the right person, at the right time.” This is a challenge that technology alone cannot solve.

The most critical shift is moving from demographic personalization to Contextual Intelligence, understanding not just who the consumer is, but where they are in their day, what they are feeling, and what they need. When AI correctly interprets that context and adjusts assets in real time, the brand no longer “interrupts” the consumer’s life but appears as a natural part of it.

Novaon Digital applies AI in a campaign to create a personalized photography experience with NOBO for employees. 

Source: Novaon Digital

However, the power of data is only realized when guided by human intuition. AI processes behavioral signals and scales operations, but humans must define the narrative, maintain the core emotional driver, and ensure every asset carries the brand spirit. Optimizing for data precision at the cost of emotional warmth is a trap many brands currently fall into.

Ultimately, no real connection is formed without a consistent emotional journey. When each channel pursues its own KPIs, consumers see multiple pieces of content from the same brand, yet each touchpoint tells a different story, silently eroding the very brand memory being built. In its proper role, AI serves as the cross platform data bridge, turning disjointed touchpoints into a seamless journey.

Real Connection does not come from a single viral campaign; it comes from an emotional structure built sustainably, consistently, and continuously over time.

Question 5: A common concern is that AI will make communication content feel less authentic. In your view, what truly creates a “Real Connection” with customers, and what role does AI play in that journey?

Answer: 

The issue does not lie with AI itself, but in the fact that many brands use AI as a shortcut to bypass the most crucial step: consumer empathy.

Real Connection does not come from a tool. It comes from the ability to perceive where consumers are in their lives, what they need, and what they are feeling. An authentic message is not defined by whether it was written by a human or an AI, but by whether it makes the viewer feel “this was made for me.”

I often use this analogy: AI is like a highly sophisticated speaker system that amplifies sound to millions of people with high precision. But if what you feed into the microphone is a hollow message devoid of real emotion, no matter how modern the speakers are, the listener will still sense the soul-lessness. AI amplifies what a brand already possesses, both its strengths and its weaknesses.

Before investing in any AI tool, a brand must answer a fundamental question: where does empathy sit within our strategy? If the answer is vague, AI will only distribute that vagueness at a larger scale.

IV. The Future of Communication Professionals and the Role of Agencies in an AI-First Era

The trend of FMCG corporations building in-house AI teams is becoming inevitable, helping brands master speed, optimize costs, and secure data. Yet a paradox remains: when AI tools are “democratized,” differentiation no longer lies in the technology but in strategic thinking. Internal teams, despite their deep product knowledge, can suffer from blind spots due to a narrow perspective. This is where Agencies redefine their role: no longer as production houses, but as experience architects helping brands maintain consistency across the entire customer journey.

The traditional “campaign based” model is giving way to Adaptive Marketing, where brands operate as continuous learning systems: capturing market signals, adjusting content in real time, and blurring the lines between campaign phases and daily operations.

To achieve this, the foundation must be built in the correct order. The most common mistake today is pouring budgets into AI tools before data infrastructure is ready. AI is only as smart as the data it is fed; if data is fragmented, AI simply optimizes errors at a faster rate. Simultaneously, staff training must go beyond teaching how to use a tool to fostering an AI-first mindset: content creators who understand data, and data analysts who understand brand emotion.

Ultimately, as AI becomes a shared asset, the core question is no longer about choosing between In-house or Agency, but rather: “What unique value are humans contributing that AI cannot yet replace?” This is the very challenge we wanted to hear Mr. Tai’s perspective on.

Question 6: When FMCG brands build their own in-house AI content capabilities, they essentially hold an automated production tool. In that context, what is the core value that keeps Marketing experts from being replaced?

Answer:

I think this question needs to be reframed slightly. It is not about “how to avoid being replaced” but “what value am I creating that AI cannot.”

After years of working directly with FMCG labels, I see a gap that requires a human touch regardless of how good the tools are.

First is the ability to interpret market context. Data tells you what consumers are doing, but it does not explain how they feel, what stories are unfolding in the market, or how buyer psychology is shifting. Those signals often come from hands-on experience rather than reports.

Core values that prevent Marketing experts from being replaced in the AI era. 

Source: Novaon Digital

Second is maintaining brand consistency over time. AI can optimize exceptionally well for individual campaigns, but brands are built over years. Ensuring that every piece of content aligns with the long term positioning and emotional identity requires active human leadership.

Third, and perhaps most importantly, is the ability to recognize when not to follow AI. This is not because AI is technically wrong, but because there are moments when a message, despite being optimized for metrics, is inappropriate for the external reality. For example, a beverage campaign with the message “Chill out – Unlimited Party” might have high predicted metrics, but it would be tone-deaf if the community is currently focused on natural disaster relief or sensitive social events. That judgment call is not found in any algorithm; it remains a human strength.

Question 7: Given the unstoppable wave of AI development, could you share some advice for FMCG CMOs looking to invest in AI to enhance brand experience?

Answer: 

I observe a common pattern in many FMCG organizations: AI budgets are rising rapidly, but results are not proportional. The cause usually isn’t the tool, but the investment priority.

My first advice: build the data foundation before buying the tool. AI is only as smart as the data it operates on. If your data is fragmented across channels, even the best tool will just optimize the wrong things faster.

Simultaneously, invest in people before technology. Don’t just train them on tools; build an AI-first mindset where creative teams understand data and data teams understand brand emotion. The boundary between creative and analytics is blurring, and the teams that cross that boundary will have a more sustainable advantage than any tool.

Finally, I think brands should start viewing marketing as a continuous learning system rather than a series of isolated campaigns. In the AI era, effective marketing is the ability to capture market signals, adjust content in real time, and accumulate insights through every cycle. That is Adaptive Marketing, and it is the direction for leading FMCG brands.

Thank you for these insights!

Part 1: The FMCG landscape for Tết 2026 when growth remains but the challenge has changed

Tết remains a familiar peak season, but the context no longer repeats itself: 

For many years, Lunar New Year has played a decisive role in the growth of the FMCG industry. Data from NielsenIQ shows that Tết consistently records the highest shopping index of the year, outperforming other seasonal occasions such as Mid-Autumn Festival, Vu Lan, or Christmas. Beyond its cultural significance, Tết is also a period when consumers increase spending on food, beverages, household care products, and gift items.

Tết is the season contributing the largest share to FMCG growth in Vietnam.

(Source: NielsenIQ) 

However, while the importance of Tết remains unchanged, the social and economic context shaping consumer behavior differs each year. As a result, Tết is no longer a formula that can be repeatedly applied, but a challenge that must be reassessed in each cycle.

The FMCG market enters Tết 2026 with mixed signals:  

Heading into Tết 2026, the FMCG market shows both positive and cautious signals. NielsenIQ data indicates that in recent Tết seasons, FMCG demand has remained stable with double-digit growth compared to pre-Tết periods. Tết revenue contributes approximately 19 to 20 percent of annual FMCG sales, reaffirming the critical role of this season.

FMCG revenue during Tết remains stable over the years, but growth momentum is no longer expanding strongly.

(Source: NielsenIQ) 

At the same time, consumers enter the Tết season with a more cautious mindset. Pressure from living costs, income constraints, and broader economic uncertainty has made shopping behavior more selective and calculated. The market is not pessimistic, but it no longer generates the strong growth momentum seen in earlier periods.

Tết 2026 is no longer a scale-driven race by inertia: 

In this context, Tết growth no longer comes from simply expanding scale or repeating familiar tactics. Tết budgets are still being maintained, but pressure around return on investment and real impact on purchase decisions is increasing.

This forces FMCG brands to rethink their approach, shifting from a coverage-driven mindset to a more selective one, focused on creating experiences aligned with consumers’ evolving priorities. Tết 2026 therefore raises a fundamental strategic question: what are consumers truly looking for from brands during a more considered Tết season?

Part 2: What are Tết 2026 consumers looking for from brands? 

Entering Tết 2026, purchase decisions are no longer driven by impulse or deep promotions, but by a more deliberate evaluation process. Three key needs are shaping how consumers choose brands during the Tết period.

Reassurance, safety, and verifiability: 

Growing concerns around counterfeit goods, product quality, and safety have made consumers more cautious during Tết. This is especially evident for household products and gift items, where reassurance influences not only the purchase decision but also the buyer’s sense of responsibility and personal image.

Food safety and health are becoming top consumer concerns. 

(Source: Worldpanel by Numerator) 

Meanwhile, many FMCG brands still communicate quality through one-way claims, lacking concrete proof or experiential elements that allow consumers to verify for themselves. As a result, trust is difficult to sustain across touchpoints from communication to point of sale. Rather than simply claiming quality, brands need to enable consumers to experience and validate reassurance from the very first interaction.

Emotional value and the meaning behind Tết choices: 

Alongside reassurance, Tết consumers do not view shopping as a purely functional act, but as part of preserving and expressing family values. Each choice carries expectations of care, thoughtfulness, and meaning in moments of reunion or gifting.

However, much Tết communication still falls into emotional clichés, disconnected from real-life contexts. While messages may evoke festive sentiment, they often fail to clarify the product’s role in Tết routines, making it difficult for emotion to translate into choice. To build genuine connection, brands need to anchor products in concrete usage situations that feel close enough for consumers to see themselves within.

Balancing spending and quality: 

Tết 2026 consumers remain willing to spend, but purchase decisions are not based on the lowest price. Instead, they seek a sense of making a reasonable choice that justifies the money spent and fits specific Tết usage purposes. 

Heavy promotion can drive short-term sales, but it can also erode perceived value. Many brands fail to clearly explain why a price point is reasonable or which Tết context a product best fits. Rather than focusing solely on discounts, brands need to communicate value relative to price and design pricing structures and bundles tailored to distinct Tết needs.

Three Tết 2026 consumer insights indicate that Brand Experience must be designed holistically and selectively.

(Source: Novaon Digital)

These insights show that Tết 2026 consumers no longer make decisions based on immediate emotion or high promotions, but prioritize reassurance, meaning, and a sense of making a reasonable choice. This sets a new requirement for FMCG brands: instead of deploying fragmented communication or promotions, brands need to build a comprehensive Brand Experience that is flexible enough to respond to shifting consumer psychology.

Part 3: Four brand experience directions to enhance FMCG growth potential for Tết 2026

As Tết 2026 consumers prioritize reassurance, meaning, and reasonable choices, Brand Experience can no longer be a collection of isolated activities. It must be designed as an integrated experience system. The following four directions reflect how FMCG brands can adapt to this new context.

Direction 1: Adaptive Consumer Response

Tết shopping behavior no longer follows a fixed trajectory from pre-Tết buildup to peak days. Consumers continuously adjust decisions based on income, economic conditions, spending priorities, and personal circumstances. This requires Brand Experience to function as a system capable of observation, response, and adjustment, rather than adhering rigidly to a pre-defined seasonal script.

In practice, brands need to implement this direction by integrating strategy, creative thinking, and technology to respond flexibly to Tết shopping behavior. Campaigns should be structured in phases aligned with the consumer decision journey, from preparation and consideration to purchase moments. Behavioral data from digital platforms should be continuously monitored to allow timely adjustments in messaging, content, and touchpoints, while optimizing commercial elements such as promotions and product bundles based on real market dynamics. This enables brands to maintain presence throughout the Tết season while appearing precisely when consumers are ready to choose.

The integration of strategy, creative thinking, and technology in building Brand Experience.

(Source: Novaon Digital)

Direction 2: Verified Trust and Authenticity 

As concerns about counterfeits, food safety, and product quality increase, trust no longer comes from how strongly brands claim excellence. Consumers seek reassurance grounded in tangible evidence and the ability to verify for themselves.

Brands can adopt this approach by integrating PR and Influencer Marketing around real-life experiences. Instead of one-way quality claims, products should be placed in everyday usage contexts through credible content creators. Influencer selection should not rely solely on reach, but on alignment in image, lifestyle, and trust-building capacity with target audiences. At the same time, influencer evaluation, selection, and management need to be conducted systematically to ensure consistency between quality narratives, real experiences, and brand positioning.

Custas brand collaborating with Novaon Digital to activate Influencer Marketing based on real experiences.

(Source: Novaon Digital)

Direction 3: Meaningful Value Communication

When the Tết market is saturated with promotions, consumers are no longer persuaded by high discount rates alone. They need clarity on what value a product delivers during Tết, who it is for, when it is used, and why it is a reasonable choice. Value lies not in promotional numbers, but in the product’s specific role in Tết life.

Under this direction, brands should build content strategies centered on usage roles. Content should directly address consumer questions, from household use and gifting to stockpiling. Instead of generic symbolic Tết stories, content is placed in familiar life situations, making it easier for consumers to visualize product value in their own context. When value is communicated clearly and consistently across touchpoints, brands provide a compelling reason to be chosen, even without heavy promotions.

High-quality Tết content generates genuine interest and real connection with consumers.

(Source: Novaon Digital)

Direction 4: Empathetic Price-Quality Balance

Tết 2026 consumers are not searching for the cheapest option, but for choices that feel reasonable and reassuring. Purchase decisions are made when the price feels proportional to the value received and appropriate for specific purposes, whether for family use, gifting, or festive stockpiling.

From an execution perspective, Brand Experience should be designed around concrete Tết shopping contexts. By integrating strategy, creative thinking, and technology, consumer behavior and needs can be analyzed by usage purpose, enabling tailored pricing structures, product bundles, and messaging for each context. In parallel, Influencer Marketing plays a reinforcing role by validating purchase decisions through real experiences, explaining why a certain price was chosen, for which occasion, and how the value is perceived. This approach helps consumers feel that their choice is thoughtful and trustworthy, rather than driven by short-term incentives.

Part 4: Expert Perspective

From the market landscape and behavioral insights, it is clear that Tết 2026 is no longer a race of scale or reach, but a challenge of building trust and enabling reasonable choices in a more considered consumer environment. While Tết remains a priority spending season, purchase decisions are increasingly based on reassurance, real value received, and perceived credibility, rather than reactions to short-term messages or promotions. This positions Brand Experience as the central factor, requiring brands to ensure consistency across messaging, products, pricing, and engagement approaches in order to earn consumer trust and selection during Tết.

At Novaon Digital, Brand Experience is implemented as an integrated system based on the SCT – Strategy, Creative and Technology operating in parallel. This approach enables FMCG brands not only to adapt flexibly to the Tết 2026 context, but also to build trustworthy experiences and long-term value that extend beyond a single seasonal peak.

1. The Automotive Industry in 2026: Growth Pressure in a New Context

The year 2026 marks a critical turning point for the Automotive industry, where the question is no longer “should we do Digital,” but “how to generate real business efficiency with the most optimal budget.” After more than two decades accompanying top automotive brands, I clearly perceive the pressure CMOs and CEOs are facing: industry-wide digital ad spend is projected to hit $21.2 billion (an 11.1% increase year-over-year), while CPC and CPM are escalating across most platforms. Competitive advantage no longer belongs to “who spends more,” but lies in the ability to create real ROI.

More notably, car-buying behavior has completely shifted to the digital environment. Up to 78-82% of car buyers conduct online research before visiting a dealership, and many have already identified 2-3 preferred models before meeting a sales representative. Digital is not just a few advertising campaigns; it has become an ecosystem of touchpoints shaping perception and purchase decisions. According to the Automotive Omnichannel Marketing report, the cost to sell a car via digital marketing is only about $150, whereas traditional marketing consumes an average of $1,581 – a difference of over 10 times.

Impact of online platforms on car buyer behavior. 

Source: Novaon Digital

All these factors have posed a major challenge for Automotive Marketers in 2026 to breakthrough performance and effectively minimize media costs. The most suitable Digital Marketing strategies for the Automotive industry will be revealed in the following section.

2. The Most Effective Digital Marketing Strategies for the Automotive Industry in 2026

Strategy 1: Combining Lead Management and Nurturing Solutions (OnLead) In the Automotive industry, every lead is expensive, and their readiness to buy varies significantly. “Having leads” does not equate to “having sales opportunities.” The core problem lies in how the brand manages, classifies, and nurtures these leads throughout the customer’s decision-making journey. To solve this, brands need to combine lead management and nurturing solutions rhythmically:

• Collect leads from websites, search ads, social media, and content platforms.
• Use OnLead to filter, score, and classify leads based on interest levels.
• Push quality leads to the CRM while using behavioral data to re-optimize media. The value delivered is not just reducing the cost per quality lead but also shortening the car-buying journey and improving the efficiency of the sales team.

Summary of effective Digital Marketing strategies for the Automotive industry. 

Source: Novaon Digital

Strategy 2: TikTok Growth – Building a Long-term Content Channel Currently, TikTok has become a crucial touchpoint for young customers and those intending to buy cars in the future. However, this platform only becomes effective when brands view it as a long-term content-building channel, rather than just exploiting TikTok as a short-term sales channel. For TikTok to truly become a long-term growth channel, brands need to focus on three core principles:

• Develop content that is entertaining, lifestyle-oriented, and shares experiences, instead of direct advertising.
• Combine with KOLs/KOCs to create natural and relatable spread.
• Maintain a consistent posting rhythm to form a stable follower community. This strategy helps brands increase awareness at a lower cost compared to traditional advertising while creating a long-term foundation for growth.

Strategy 3: Brandformance – Combining Branding and Sales Efficiency Performance marketing can generate leads quickly, but without a solid brand foundation, efficiency is difficult to maintain sustainably in the long run. The Brandformance philosophy was born to balance short-term goals with long-term brand value, combining the strengths of both brand building and sales performance. For Brandformance to truly create business efficiency, the strategy needs to be implemented consistently according to three principles:

• Synchronize the brand message across the entire digital ecosystem.
• Integrate brand content into touchpoints capable of conversion.
• Measure efficiency using both brand metrics and real actions like registrations, inboxes, and test drives. The result is that businesses both optimize sales performance and accumulate sustainable brand value.

3. Automotive Industry Case Studies from Novaon Digital

The following three case studies demonstrate how Novaon Digital’s SCT model helps brands breakthrough performance and optimize costs despite market volatility. By combining lead management, trust-building livestreams, and data control, Digital Marketing becomes a lever for sustainable growth for the Automotive industry.

Case Study 1: Peugeot – Growth Turnaround thanks to Digital Experience Optimization & Data Governance 

In a period of declining automotive market and intense competition in the European segment, Peugeot faced pressure to quickly recover sales and market share. The automaker had an advantage in a rich SUV product portfolio, but to turn that advantage into real business results, Digital Marketing activities needed to lead the entire customer journey – instead of just stopping at creating brand coverage.

Peugeot applied the Brandformance solution in the “When the white lion adapted to thrive” campaign. 

Source: Novaon Digital 

To solve this problem, Peugeot implemented a solution deeply integrated between technology, creativity, and data. The firm applied AI to analyze and determine which creative elements, messages, and product features delivered the highest performance in promotional activities. Simultaneously, the Sales – CRM system was upgraded to tightly connect customers’ online behavioral data with the sales team.

Results Achieved: The campaign helped Peugeot breakthrough in sales and establish a leading position in the European car segment in Vietnam. The combination of data and AI optimized lead conversion rates while significantly expanding market share and affirming brand power on the digital platform.

Case Study 2: OMODA & JAECOO (Note: Content describes Toyota) – Brand Launch via Livestream & Omnichannel Performance 

In 2023, Toyota, together with Novaon Digital, conquered the Gen Z and Millennials customer base on TikTok by completely changing the traditional advertising mindset. Instead of rigid sales videos, the brand focused on producing short, trendy, highly entertaining content revolving around real experiences like family travel or car usage tips. This approach helped Toyota eliminate the “offensive” prejudice and cleverly be present in the minds of future customers in the most natural way. 

By combining Hashtag Challenges, KOLs/KOCs, and behavioral data optimization (Performance Marketing), the campaign created an explosion in interaction with videos reaching up to 6 million views. Impressive results with over 245,000 followers not only helped Toyota strongly increase brand awareness but also built a youthful customer community, creating a solid foundation for long-term business strategy.

Toyota applied the TikTok Growth solution in the “TikTok Growth” campaign.

 Source: Novaon Digital

Results Achieved: The campaign reaped resounding success with strong spread on the TikTok platform right from the launch phase. Creative content not only attracted huge interaction volumes with many videos achieving sudden growth but also maintained stable potential customer prospecting performance with optimal costs for the launch phase. This result helped Toyota reinforce its brand position in the hearts of young people and build a sustainable community of potential customers for the future.

Case Study 3: GAC Motor – Building Trust and Increasing Efficiency through End-to-End Data Management 

GAC Motor is positioned in the premium segment, meaning the firm needs a Digital strategy specifically focused on trustworthiness and customer experience. Furthermore, the brand’s origin from China makes strict control of the entire customer journey – from lead collection to after-sales care – a vital factor to avoid budget waste and protect brand image.

GAC Motor applied the Onlead solution in the “Where craft meets technology” campaign. Source: Novaon Digital 

To solve this challenge, GAC Motor implemented a solution directed towards comprehensive datafication. The entire process of collecting, classifying, and distributing leads was maximally automated, helping to minimize errors and limit reliance on manual operations.

Results Achieved:

• Significantly reduced errors and manual processing time.
• Increased response speed to potential customers.
• Optimized investment costs by focusing on high-value leads.

Expert Opinion

In 2026, the optimal Digital Marketing strategy for the Automotive industry does not lie in budget racing or blindly expanding channels. Instead, it requires a focus on comprehensive restructuring based on data, real experiences, and actual car-buying behavior. Digital Marketing only truly creates value when it acts as a direct business lever, helping to accurately approach the target customer group and eliminate waste in the lead generation process. Understanding this reality, Novaon Digital affirms its position as a strategic partner with a comprehensive solution ecosystem based on the trinity of capabilities: Strategy – Creative – Technology. We focus on automating and personalizing communication, helping brands tell legacy stories through messages “tailored” precisely for each individual. This combination ensures the brand hits the right insight and is fully present in the customer’s mind, creating a sustainable competitive advantage on the Automotive 2026 track.

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