Through a multi-channel communication campaign built around the theme “Riverside–Seaside Urban Village,” Novaon Digital helped Quy Nhơn ICONIC significantly increase brand visibility, audience interest, and conversion effectiveness in the Quy Nhơn real estate market. The campaign recorded outstanding results:
– 28.9 million impressions
– 13.7 million reach
– 890,000 views
– 333,000 clicks
– 128,000 engagements
– 675 leads
Context & Objectives
As Quy Nhơn’s real estate market entered a strong growth phase driven by infrastructure development, tourism, and urbanization, Quy Nhơn ICONIC emerged as a large-scale urban township of over 43 hectares in Bắc Hà Thanh, with the advantage of being riverside and near the sea, directly connected to the new National Highway 19. However, in a competitive market where many projects had already built strong recognition, the key challenge was to develop a distinctive brand story that could clearly communicate both lifestyle value and investment potential, encouraging customers to move toward decision-making.
Brand Experience Implementations
Understanding customers’ needs for both living and investment, Novaon Digital developed the concept “Riverside – Seaside Urban Village,” transforming Quy Nhơn ICONIC’s riverside and seaside advantage into a distinctive brand experience. The campaign helped customers see the project not merely as a real estate development, but as a living destination that balances nature, urban convenience, and long-term asset growth potential.
Campaign Objectives
– Position Quy Nhơn ICONIC as a riverside–seaside urban township, balancing residential value with long-term asset growth potential.
– Increase project awareness and frequency of exposure across key communication touchpoints.
– Build a consistent message system that could be tailored to different customer groups: homebuyers and investors.
– Encourage potential customers to register, learn more about the project, and participate in project experiences.
– Support sales activities through the conversion of high-quality leads.
Novaon Digital’s Scope of Work
– Content & Message Strategy: Developed the “Riverside–Seaside Urban Village” concept and tailored messaging for both homebuyer and investor segments.
– AWO Content: Built content around key pillars including brand story, product highlights, experience, and promotions to guide customers from awareness to consideration.
– Hotpage/Hotgroup Activation: Distributed project information across relevant communities to increase credibility and generate organic discussion.
– Multi-platform Media: Deployed advertising from awareness to conversion, contributing to 28.9M impressions, 13.7M reach, and 675 leads.
– Creative Formats: Used formats such as ICONEWS, ICON-ZOOM, and ICONMIC to visualize the project’s lifestyle value and investment potential.
The campaign helped Hyundai Thành Công build a more structured presence on TikTok and Instagram, aligning content strategy, seeding, advertising, and operational training into one cohesive system. Through a youthful, experience-led, and platform-specific approach, Hyundai strengthened its modern brand image and became more relatable to younger audiences.
Context & Objectives
Hyundai holds a strong position in the offline market, with solid sales performance and a diverse product portfolio. However, its brand image on TikTok and Instagram had yet to fully reflect the spirit of being “Creative – Young – Pioneering.” In a context where brand information was fragmented across dealers and user-generated content, Novaon Digital proposed building an official, visually refined, and emotionally engaging social ecosystem to connect with customers aged 20–40.
Brand Experience Implementations
Novaon Digital developed the concept “Lead The Unexpected”, transforming Hyundai from a brand that only communicates technical specifications into a companion in young consumers’ journey of exploration, lifestyle, and self-expression. Anchored by the tagline “Unlocking Potential – Inspiring Passion,” the campaign reinforced Hyundai’s role not only as a means of transportation, but also as a source of inspiration that helps users expand their experiences, unlock their potential, and pursue their passions in modern life.
Campaign Objectives
– Build and develop Hyundai’s TikTok and Instagram social channels
– Expand brand reach and connect with new customer segments
– Strengthen trust and build a loyal user community
– Ensure consistent brand imagery across platforms
– Leverage user behavior data to optimize the marketing strategy
Novaon Digital’s Scope of Work
– TikTok Content Strategy: Developed an Always-on + Key Campaign model, with 70% product-focused content and 30% creative content featuring Boston Dynamics’ robot.
– Instagram Visual Direction: Standardized the feed in a 4:5 ratio, diversifying formats across images, carousel posts, comics, and videos.
– Content Pillars: Built content streams including Hyundai Tech & Style, Hyundai On The Road, Hyundai How-to, Hyundai Special Days, and Hyundai Customers.
– Seeding & Ads: Combined seeding, paid media, and experience-led content to increase organic engagement.
To understand why AI has become an important topic for FMCG, we need to look back at how the market is changing. As consumers access products through more channels, brands not only need to appear more frequently, but also need to create more relevant content for each behavior, need, and shopping context. This is the foundation that makes content speed and consumer data two major pressures in the new competitive race of FMCG.
1. Market Context: FMCG Enters a New Race for Content Speed and Consumer Data
FMCG needs more content across more touchpoints
In the past, FMCG content often revolved around major campaigns, TVCs, key visuals, POSM, promotions, or seasonal social posts. Today, however, the consumer purchase journey has expanded across more touchpoints: e-commerce, social commerce, livestreaming, retail media, retail apps, review communities, KOCs, and quick-commerce platforms.
This shift is clearly reflected in the growth of e-commerce in Vietnam. According to YouNet ECI data compiled by Cimigo, Vietnam’s e-commerce GMV in the first half of 2025 reached VND 222.1 trillion, equivalent to USD 8.49 billion, up 23.1% year-on-year. Notably, TikTok Shop grew 148% YoY and accounted for 42% of total GMV, showing that shopping behavior is shifting strongly toward platforms with higher levels of content, entertainment, and social commerce.
This has significantly increased the demand for FMCG content, both in terms of volume and flexibility. A product no longer needs only one general message, but multiple content versions tailored to each platform, each user group, each purchase moment, and each conversion objective. In Q1/2025 alone, Shopee, TikTok Shop, Lazada, and Tiki recorded total revenue of VND 101.4 trillion, up 42% year-on-year; TikTok Shop alone grew nearly 113.8%, increasing its market share from 23% to 35%. This signals that content-commerce is becoming an important part of the shopping journey, not merely a supporting communication channel.
Market context: FMCG enters a new race for content and data.
Image source: Novaon Digital
AI unlocks personalization at scale
With data from search, social interactions, purchase history, shopping carts, livestream feedback, or in-app behavior, FMCG brands can understand consumers across more contextual layers. AI helps process these signals faster, thereby supporting brands in identifying demand clusters, predicting purchase likelihood, and delivering more relevant messages.
McKinsey reported that in its 2024 survey of CPG leaders, 71% said their companies had adopted AI in at least one function, up from 42% in 2023; at the same time, 56% said they were using GenAI regularly. McKinsey also pointed out that AI can participate in multiple points across the CPG value chain, from social listening and feedback mining to predictive trend sourcing. This shows that AI is no longer only an experimental tool, but is becoming a new competitive capability in the CPG/FMCG industry.
At the shopping experience level, NielsenIQ noted that AI is reshaping e-commerce by supporting dynamic product content, personalized journeys, and scalable content operations. AI can help create product descriptions, FAQs, promotional content, while also providing product recommendations based on each user’s preferences, browsing history, behavior, and context. For FMCG, this is the foundation for brands to shift from mass communication to experiences that are more relevant to the right person, the right need, and the right moment.
But speed cannot replace authenticity
As AI-generated content becomes more common, the market also faces a new risk: content is increasing in volume but can easily become repetitive, emotionally flat, or lacking in brand distinctiveness. For FMCG, this is especially important because products are directly connected to consumers’ everyday lives: food and beverages, personal care, family, health, hygiene, and daily convenience.
In reality, many major CPG brands have started using GenAI to accelerate marketing content production, but still place humans in a supervisory role. Reuters reported that Mondelez is deploying a GenAI tool with the goal of reducing marketing content production costs by 30–50%, having invested more than USD 40 million in the tool; however, the company still requires human review of outputs to avoid risks related to content, bias, or inappropriate messaging.
Therefore, the challenge for FMCG is not to let AI replace creativity entirely, but to use AI to support humans in understanding more deeply, working faster, and creating more precisely. AI can help brands accelerate production and optimize content, but authenticity, emotion, and brand identity still need to be guided by humans.
2. AI Trends Changing FMCG Marketing
Trend 1: AI Personalization – Personalizing experiences for each user
AI Personalization helps brands personalize content, offers, and messaging based on consumer behavior, needs, timing, and context. In FMCG, personalization does not only exist in advertising, but also appears in personalized vouchers, combo recommendations, seasonal content, or reminders for recurring product repurchases.
The key difference of AI lies in its ability to process data at scale. Instead of using one common message for the entire market, brands can design multiple layers of experience: new users need content that sparks demand, users in the consideration stage need reviews and validation, while existing buyers need repurchase offers or complementary products.
For FMCG, this trend helps brands appear at the right moments when consumers are more likely to buy. If FMCG brands once competed through shelf visibility, in the AI era, they need to compete through the ability to understand consumer context accurately.
Trend 2: AI-generated Commerce Content – Accelerating commerce content production
AI-generated Commerce Content is becoming an important trend as FMCG brands need to produce more content for more platforms. A product no longer needs only a hero image or seasonal social post, but also marketplace product descriptions, product cards, captions, livestream content, chatbot scripts, banners, short videos, and multiple creative variations for different customer groups.
This trend is most effective in always-on commerce campaigns, mega sales, product launches, or multi-SKU campaigns, where brands need to deploy a large volume of content within a short period of time. For brands with multiple product lines, SKUs, or sales seasons, AI can help shorten the process of creating content variations, optimize messaging for each channel, and support the testing of multiple creative directions.
However, AI-generated content should not be seen as the starting point of creative strategy. AI can help brands scale content, but insight, Big Idea, tone of voice, and the brand identity system still need to be led by humans. If AI is used only to produce faster, brands can easily fall into a race for quantity; but if AI is used to expand a clearly defined creative direction, content can become both faster and more consistent.
Trend 3: AI Shopper Recommendation – Recommending products based on purchase behavior
AI Shopper Recommendation in FMCG does not stop at suggesting “similar products” on e-commerce platforms. Its greater value lies in the ability to turn shopping data into contextual recommendations: whether consumers are buying for breakfast, preparing items for the family, looking for personal care products, stocking up for the month, or hunting for deals during peak seasons. When brands understand the “shopping mission” behind each basket, they can recommend products with a more relevant role instead of appearing as a random option.
This trend is especially suitable for campaigns that drive conversion at digital points of sale, such as e-commerce activation, quick-commerce, retail apps, D2C, or seasonal campaigns. For example, in personal care, AI can suggest combos based on usage routines; in food and beverages, AI can recommend products that pair with meals, holidays, or weather conditions; in household care, AI can remind consumers to repurchase based on household consumption cycles. At this point, recommendation does not only help sell more products, but also helps brands enter the exact moment when shoppers are making decisions.
From a strategic perspective, AI Shopper Recommendation helps FMCG shift from a “product-push” mindset to a “basket-building” mindset. Brands do not only compete to be seen on digital shelves, but compete to become the most relevant choice for each specific consumption need. When well connected with commerce data, CRM, and purchase behavior, recommendation can support basket size growth, drive cross-sell and upsell, activate repurchase, and provide reverse insights to brands on how consumers actually combine products in everyday life.
Trend 4: Predictive Marketing – Predicting demand before consumers make decisions
Predictive Marketing uses data and AI to forecast behavior, demand, or conversion likelihood before consumers make purchase decisions. For FMCG, this capability is especially important because market demand often fluctuates quickly according to seasonality, holidays, weather, geography, promotions, social trends, and shopping signals across digital platforms.
This trend is suitable for campaigns that require early decision-making, such as new product launches, Tet campaigns, summer campaigns, back-to-school campaigns, mega sales, regional campaigns, or demand generation activities. AI can help brands identify customer groups with high purchase likelihood, SKUs showing rising demand signals, the right timing to launch offers, content that should be prioritized, or media channels that deserve more budget allocation.
Unlike traditional performance marketing, which often optimizes after a campaign has already started running, Predictive Marketing helps brands become more proactive from the planning stage. However, this trend only creates value when data is sufficiently strong and connected. If data from media, commerce, CRM, and retail remains fragmented, forecasts will be difficult to translate into real actions. Therefore, for FMCG, predictive marketing is not only an AI challenge, but also a challenge of building a data foundation and a decision-making process based on market signals.
4 AI trends are shaping FMCG brand experience.
Image source: Novaon Digital
3. New Challenges and Opportunities: As Content Increases, Authenticity Becomes a Stronger Competitive Advantage
AI is helping FMCG create more content, faster and more flexibly. But this also puts the market at risk of a new form of saturation: content optimized by formula, images that are too perfect, messages that look increasingly similar, and experiences that lack a sense of reality.
For FMCG, authenticity is not a secondary factor. Consumers buy products that are directly connected to everyday life, so they need a sense of trust, familiarity, and verifiability. An honest review, a KOC with real experience, a clear livestream consultation, or a piece of content that reflects the right usage context can sometimes be more persuasive than a highly polished image that lacks emotion.
However, this is also an opportunity for FMCG brands to use AI more strategically. When AI can support content production, analysis, and optimization, humans have more room to focus on the elements that create differentiation: insights, ideas, brand storytelling, cultural perspectives, and real consumer emotions. Instead of using AI to create more similar content, brands can use AI to understand more deeply what content is worth creating, who to speak to, in which context, and how to optimize across each touchpoint.
This creates a new requirement for FMCG: AI cannot fully replace the role of humans in brand creativity, but it can amplify human capability when placed in the right role. If AI is used only to do more, brands can easily fall into a race for quantity. But if AI is used to support strategy, accelerate production, validate user responses, and optimize experiences, brands can create content that is faster, more relevant to consumer needs, and still consistent with their own identity.
Authenticity in the AI era, therefore, is not opposed to technology. On the contrary, it is the standard that ensures technology is used properly. AI needs to be guided by strategy, controlled by humans, and translated into meaningful experiences for consumers. When that happens, the challenge of content saturation also becomes an opportunity for FMCG to redefine the role of creativity: not only to create more content, but to create more trustworthy brand experiences.
New challenges and opportunities in the AI era.
Image source: Novaon Digital
4. Conclusion: AI Is an Accelerator, but Humans Remain at the Center of Brand Experience
AI is becoming an important capability in FMCG marketing, helping brands create content faster, understand consumers more deeply, and personalize experiences across multiple touchpoints. From AI personalization, AI-generated commerce content, shopper recommendation to predictive marketing, technology is opening up a new approach for an industry that has always required speed, coverage, and high conversion capability.
However, in a market where more and more content is created by technology, competitive advantage does not lie only in production speed. The winning brand is not the one that creates the most content, but the one that knows how to use data and AI to create experiences that are more relevant, more trustworthy, and more emotional.
FMCG in the AI era therefore needs a balanced approach: technology to accelerate, data to deepen understanding, creativity to create differentiation, and humans to preserve brand authenticity.
Accompanying this shift, Novaon Digital provides a Brand Experience solution ecosystem for the FMCG industry, combining Strategy, Creative, and Technology to help brands apply AI effectively in content creation, experience personalization, and conversion optimization, while still preserving authenticity and the guiding role of humans across every brand touchpoint.
In the context of rapid growth in Banking & Finance alongside mounting pressure from digital transformation, financial and banking brands need to compete more strongly on trust, data, and customer experience. In response to this reality, Novaon Digital introduces the “Finance & Banking Brandformance Guides 2026” – a report analyzing 3 key trends, 9 strategic challenges, and a Brandformance solution framework designed to help brands strengthen trust, optimize conversion, and break through in the era of digital finance.
From market movements to competitive pressure in the era of digital finance, the Banking & Finance sector is setting new requirements for brands: not only to grow faster, but also to become more trustworthy, more differentiated, and more effective across every customer touchpoint. This also serves as the foundation for the report to take a deeper look into the industry context, before opening up key trends, strategic challenges, and a Brandformance solution framework for financial and banking brands in 2026.
The report opens with an overview of Vietnam’s financial and banking sector in 2026: positive growth, yet increasingly intense pressure from competition and transformation. Profit across the banking sector is forecast to increase by around 16%, indicating that the growth foundation remains promising. However, as user behavior shifts strongly toward digital environments, brands not only need to expand their products, but also reshape the way they build customer experience, data, and trust.
Technology is becoming a key competitive driver. In Vietnam, 7 out of 10 financial institutions have already implemented AI (Source: Finastra), while 94% expect to increase their AI budgets in the coming year (Source: Finastra). At the same time, Fintech continues to scale, projected to reach USD 4.33 billion in 2026 (Source: Mordor Intelligence) and USD 8.85 billion by 2031 (Source: Mordor Intelligence). The growth of digital banking, e-wallets, payment platforms, and integrated financial ecosystems is giving users more choices, while also forcing traditional brands to innovate faster.
In this race, competition is no longer limited to interest rates, service fees, or promotions. For the Banking & Finance sector, where every decision is connected to assets, risk, and trust, brands need to create a sense of safety, transparency, and differentiation, while also driving specific actions such as app downloads, account openings, consultation registrations, or service usage.
For that reason, focusing only on Performance to generate short-term conversions, or investing only in Branding to build awareness, is no longer enough. The financial and banking sector needs a more integrated strategy, where Branding and Performance work together to deliver immediate growth while building long-term brand value. This is also why Brandformance is becoming an important approach for Banking & Finance brands in 2026.
2. The Report Decodes Brandformance Strategy for the Banking & Finance Sector
Beyond analyzing the market context, the Finance & Banking Brandformance Guides 2026 provides an applied perspective on how financial and banking brands can grow more effectively in the digital era. The core focus of the report is Brandformance – a strategy that combines Branding and Performance, helping brands strengthen trust while optimizing conversion.
The report highlights 3 key trends shaping the Banking & Finance sector in 2026, including AI Banking, Financial Super Apps, and Fintech. These movements show that competition in the industry is no longer centered only around products or promotions, but has expanded into data, digital experience, and the ability to personalize the customer journey.
In addition, the report systematizes 9 strategic challenges that financial and banking brands need to address: from rising advertising costs, conversion optimization, AI adoption, and omnichannel journey development, to trust building and brand differentiation.
Based on these trends and challenges, Novaon Digital proposes a Branding – Performance – Brandformance solution framework, with implementation directions such as IMC Campaigns, Big Ideas, TVC/Video, KOL/Influencer Marketing, Employee Advocacy, Gamification, Livestream, and conversion optimization. This will serve as a foundation to help businesses shape a more suitable marketing strategy, one that meets short-term growth goals while building long-term brand value.
3. Closing Remarks
2026 will be an important stage for the Banking & Finance sector to move from one-way communication to an integrated growth strategy. Businesses not only need to increase brand awareness, but also build trust, prove differentiated value, and drive real customer action.
As data, AI, Fintech, and digital experience continue to reshape the customer journey, Brandformance becomes an approach that helps brands balance brand objectives with business performance, and short-term growth with long-term value.
Explore the full Finance & Banking Brandformance Guides 2026 developed by Novaon Digital – a report that brings together 3 key trends, 9 strategic challenges, and a Brandformance solution framework for the financial and banking sector.
Register now to receive the full report from Novaon Digital and get ready to break through in the era of digital finance 2026
As AI reshapes the way customers search for, compare, and verify information before buying a car, content strategy in the Automotive industry also needs to be restructured. Content is no longer merely a tool for building awareness. It must become a system that supports customers in decision-making, from building trust for new brands and nurturing demand across lifestyle touchpoints to preserving emotional depth for the premium segment. In our discussion with Mr. Lê Trần Trung Hiếu at Novaon Digital, we will clarify these changes and the practical principles for Automotive brands in the AI era.
I. Content Marketing Strategy for Launching a New Automotive Brand in Vietnam in the AI Era
Content strategy in the Automotive industry needs to be restructured to support customers’ decision-making journey in the AI era.
Image source: Novaon Digital
Today’s car-buying journey no longer begins at the showroom. Before meeting a sales consultant, customers have already proactively searched, compared, and verified information through Google, social media, community groups, video reviews, and AI tools.
This is clearly reflected in the fact that AI is becoming the second-largest source of influence on purchase decisions among AI users for shopping, according to IAB x Talk Shoppe. After using AI, 78% of buyers continue to visit a website or marketplace, with approximately one-third clicking directly from AI to a point of sale. However, in the Automotive industry, the decision-making journey still requires multiple layers of trust. According to Cox Automotive, only 7% of car buyers complete the entire transaction fully online, showing that reviews, communities, direct consultation, test drives, and after-sales systems still play an important role in the consideration process.
In this context, the challenge for Automotive content is not merely to appear more frequently across digital touchpoints, but to build a content system with enough depth to answer customers’ concerns at each stage. If a brand focuses only on brand messaging while lacking decision-support content, traditional content strategy can easily break down before customers even step into the showroom.
As AI changes the way customers search for, compare, and verify information when buying a car, in what direction should the traditional content strategy of a new automotive brand be restructured so that it does not break down along the decision-making journey?
Mr. Lê Trần Trung Hiếu: I believe AI does not change the need to buy a car, but it is completely changing the way customers build trust before making a purchase.
For many years, brands could guide the customer experience journey through advertising and mass communication. But today, customers are the ones actively shaping that journey through their own questions. They ask Google, ask AI, ask communities, or seek answers from reviewers before asking a salesperson.
Many automotive and motorcycle brands are still operating under the old logic: “I say what I have.” Meanwhile, today’s customers operate under the opposite logic: “I search for what I am curious about.” This is precisely why content marketing strategy needs to shift from campaign-centric to decision-centric.
Mr. Lê Trần Trung Hiếu – Content Team Lead at Novaon Digital, shares his perspective on the shift in content marketing from campaign-centric to decision-centric.
Image source: Novaon Digital
This means that instead of focusing only on conventional awareness-building content, brands need to build a content ecosystem capable of supporting customers’ decision-making at every stage. This is not something that can be done overnight, but it needs to start now.
At the current moment, content is no longer simply a tool for delivering messages. It is gradually becoming the infrastructure of trust. For example, if a customer asks AI: “Is this car durable?”, “Is this car more worth buying than another one?”, “Is this car suitable for my lifestyle habits?” or “With this budget, is this a reasonable choice?”, but AI cannot find enough high-quality data from the brand and the surrounding content ecosystem, it means the brand has lost part of its opportunity to be considered.
From a broader perspective, what matters is not only what the brand says, but whether the brand has enough content to appear in customers’ real questions. When search behavior changes, content must also change from “telling customers what to hear” to “answering exactly what customers need to know.”
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Vietnam’s Automotive market is entering a new phase of competition as more and more new car brands enter the market, especially in electric vehicles and Chinese brands.
This is reflected in the strong expansion pace of new players: BYD opened its first 13 dealerships in Vietnam and aims to reach approximately 100 dealerships by 2026; Chery/Omoda & Jaecoo announced plans to build an USD 800 million factory in Thái Bình, with an expected capacity of 200,000 vehicles per year. Meanwhile, VinFast is expected to deliver around 170,000 vehicles in Vietnam in 2025, nearly double the figure in 2024.
In this context, the challenge for new automotive brands is not only to generate rapid coverage, but also to build enough trust signals around investment capability, distribution systems, after-sales service, and long-term market commitment, so that customers include the brand in their consideration set.
In the launch phase of a new automotive brand, coverage can create awareness, but trust determines whether the brand will be considered. In your view, what should launch content prioritize to solve this challenge?
Mr. Lê Trần Trung Hiếu: The role of brand awareness is very important, and that is undeniably true. But today, the “memory capacity” in customers’ minds is also a massive data pool. They know many brands and are exposed to a great deal of information, so being known is no longer enough. A brand needs a second layer, which is assurance.
This is especially true for industries with high-value products such as automobiles and motorcycles. Customers can try a new soft drink for a few tens of thousands of VND to personally assess its quality. But very few people would spend hundreds of millions or even billions of VND just because they saw an impressive car advertisement. Customers in this industry are not only buying a means of transportation; they are also buying peace of mind for the next five to ten years.
Therefore, during the launch phase, the most important task of content marketing is not only to generate attention, but also to cushion and remove the sense of risk in the minds of target customers.
Specifically, launch content needs to clearly answer the following questions: Who am I? What mission do I bring to this market? How long will I stay? What makes customers believe that I will not disappear after a few years? If a problem occurs, how will customers be supported?
A very important content branch at this stage includes content about the dealer network, investment capability, after-sales capability, spare parts supply, warranty policies, and real experiences at the service workshop. These content lines have a much stronger impact on consideration decisions than ordinary product-introduction content.
Because beyond buying a car, customers also need to buy trust in the brand. Coverage helps the brand be seen, but assurance helps the brand be considered.
II. Maintaining and Nurturing the Customer Journey in the AI Era
Travel and summer touchpoints are becoming important contexts for Automotive brands to nurture car consideration. Source: Novaon Digital
If the launch phase is when a brand needs to build initial trust, the maintenance phase requires the brand to appear at the exact moment when demand is being formed. In the Automotive industry, summer and travel are among the lifestyle touchpoints that can strongly activate car purchase demand.
This is driven by the recovery of the tourism industry, as Vietnam is expected to welcome around 21 million international visitors in 2025, up 19.3% from the previous year.
In this context, customers no longer see a car merely as a means of transportation, but as part of the experience of vacations, road trips, or journeys with family. Factors such as safety, comfort, space, driving feel, and peace of mind also become easier to perceive in real usage contexts.
Therefore, the challenge of summer content is not only to inspire travel, but also to guide customers from the moment they plan a trip to mobility needs, car consideration, and specific actions such as researching, consulting, or taking a test drive.
When customers begin planning their summer trips, what content touchpoint do Automotive brands often miss, despite its strong potential to influence car consideration demand?
Mr. Lê Trần Trung Hiếu: The need to consider or buy a car usually takes customers a relatively long time. This means the demand is formed long before customers enter a showroom or leave their contact information for consultation.
One of the most commonly missed touchpoints is the stage when customers are planning an experience. That is when they search for very everyday questions such as: “Where should a family of four go this summer?”, “Which route is beautiful for a short trip?”, “Is it inconvenient to drive an electric car over a long distance?”, or “What should be noted when children sit in a car for a long time?”
At first glance, this may seem like a travel-related topic. But in reality, these are moments when customers are unconsciously evaluating their current car. A long trip often reveals many issues that users may not notice in urban driving: the car is too cramped, the air conditioning is not stable enough, the trunk lacks space, there is not enough sense of safety for the family, or the in-car experience is not comfortable enough.
These inconveniences are precisely the seeds of demand for a new car. Therefore, content marketing should anticipate customers right at the stage when demand is being formed, instead of appearing only when customers have already started looking to buy a car.
According to Mr. Lê Trần Trung Hiếu, Automotive content marketing should appear earlier, from the stage when customer demand is still being formed.
Image source: Novaon Digital
The most valuable touchpoint is not necessarily when customers search for “which car should I buy,” but may be when they are looking for a coastal route, calculating luggage for the whole family, preparing for young children on a long trip, or imagining a more complete vacation. These are the moments when customers can easily recognize the limitations of their current vehicle and begin forming the need to upgrade.
Therefore, Automotive brands should not only appear at purchase touchpoints. They need to be present earlier at experience touchpoints, where the real demand for buying a car is actually formed.
In summer content campaigns for the Automotive industry, why do you think many brands are able to create emotion but fail to guide customers toward consideration or conversion?
Mr. Lê Trần Trung Hiếu: I think that in many cases, brands have told a very good story but have not built a bridge connecting emotion to action. This is a gap I see quite often in Automotive content campaigns.
For example, customers may watch a beautiful clip: a happy family, a memorable journey along a wonderful route, or striking images of a car that expresses the owner’s personality. But after scrolling past it, they still do not have a clear enough reason to think: “I need to learn more about this car.”
In other words, the brand has succeeded in creating emotion but has not succeeded in converting that emotion into motivation for consideration. Summer content should not only make customers see a beautiful trip. It needs to make them ask themselves: “If I changed cars, would my family truly be more comfortable on every trip?”, “If I had a more suitable car, would future journeys become easier?”, or “Is my current car limiting my life experience?”
In moments like these, consideration truly begins. Therefore, an effective summer content campaign should not stop at inspirational storytelling. It needs to be designed as a journey: from emotion, to need recognition, to reasons for consideration, and only then to action touchpoints such as learning more, registering for consultation, or booking a test drive.
Emotion is a very important starting point, but without a conversion logic behind it, that emotion will fade very quickly. What the brand needs is not to make customers feel that “this car looks beautiful on a trip,” but to make them feel that “this car can make my life better across many future journeys.”
III. Upgrading Brand Positioning and Emotional Differentiation in the AI Era
AI is entering marketing operations at a very fast pace, helping brands research, produce, optimize, and personalize content more effectively than before.
This is clearly reflected in its ability to improve content production costs, as Mondelez once stated that GenAI could help reduce content marketing production costs by 30-50%. However, increased production speed also brings a new risk: when many brands use the same tools, the same data, and the same optimization methods, content may become increasingly similar in language, visuals, and storytelling.
For the Automotive industry, especially the premium segment, the challenge is no longer to produce more or produce faster, but to correctly define the roles of technology and humans so that content is not only technically accurate, but still retains brand personality and emotional depth.
In your view, how should content strategy for premium automotive brands in the AI era be built so that it can leverage the speed of technology while preserving the emotional depth that is core to differentiation?
Mr. Lê Trần Trung Hiếu: AI is making content production much easier and faster. But we must also acknowledge that if everyone can quickly create good content, then “good content” is no longer a competitive advantage.
This is especially true in the premium segment. Customers do not buy a luxury car only because the car itself is good. They also buy the feeling of affirming who they are, a value system they want to belong to, a lifestyle, or a very strong personal statement. These things cannot be created entirely with prompts.
AI can help brands move faster, but strategy, brand voice and identity still need to be led by humans.
Source: Novaon Digital
Therefore, I believe we need to re-plan the roles of AI and humans in content strategy. AI can research, synthesize, process data, analyze behavior, and support performance optimization. But humans must still be the ones who write emotion, define meaning, and preserve the spirit of the brand.
To put it simply, AI optimizes performance, while humans sharpen meaning. AI can help brands move faster, but humans must decide which direction to go, what voice to use, and what core elements to preserve.
For premium brands, quantity is not what creates content advantage. Even “good” content is not enough. What matters more is whether the content accurately reflects the spirit of the brand. A piece of content may be right in terms of insight, format, and algorithm, but if it lacks taste, depth, and consistency in brand voice, it still cannot create differentiation.
In the AI era, content production capability will become increasingly leveled. What remains to distinguish premium brands from the rest is emotional depth, aesthetic taste, and the ability to maintain identity across every touchpoint.
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For luxury automotive brands, competition does not lie only in technical specifications, features, or technology. Premium customers also care about aesthetic taste, lifestyle, and the symbolic value that the brand represents.
This pressure becomes even clearer as Bain records that the global luxury customer base declined from around 400 million in 2022 to 340 million in 2025, showing that maintaining perceived value in the premium segment is becoming increasingly important. For this group of brands, brand voice is not merely a writing style, but a long-term asset. For brands such as Lexus, brand voice is the way to create subtle emotion at every touchpoint, from visuals and language to stories and customer experience.
In a context where AI can support production but cannot replace creative judgment, brand voice, and standards of refinement, the challenge for premium brands is to maintain a sufficiently clear boundary of identity so that brand personality does not become blurred.
As AI makes content increasingly prone to sameness, what boundary do you think premium automotive brands need to firmly maintain so that their brand personality is not diluted?
Mr. Lê Trần Trung Hiếu: I think the most important boundary lies in the ability to maintain a consistent value system over time.
Premium customers are not looking for novelty at every touchpoint. They are looking for consistency. They want to know what this brand believes in, what it pursues, and whether those values will be maintained over many years.
In reality, the strength of great brands does not lie in what they say in each individual campaign. It lies in the fact that after decades, they are still speaking about the same value system in different ways.
A brand can change its form of expression, change its communication platforms, or change its approach to customers. But if it loses the aesthetic taste, brand philosophy, and worldview that shaped its identity, it will gradually become like every other brand.
For luxury brands, differentiation comes from the ability to maintain identity and consistency across every content touchpoint.
Source: Novaon Digital
For luxury brands, differentiation does not come from saying more. It comes from being consistent enough to preserve their identity in a market that is becoming increasingly similar. That is also the most valuable brand asset that no technology can replace, including AI.
This is why I believe premium brands need to own a truly strategic Content Guideline. It should not only define writing style. This guideline needs to define the brand’s “taste”: its view of life, storytelling approach, aesthetic standards, and boundaries of expression across every touchpoint.
When every tool can generate similar content, what creates differentiation will no longer be production capability, but consistency in identity. And the Content Guideline is where that identity is preserved.
★★★
IV. Closing Remarks
The Automotive industry is entering a phase where content strategy can no longer continue operating according to old habits. As AI changes the way customers search for and verify information, the market becomes increasingly crowded with new entrants, and buyers expect brands to appear at the right need and the right moment, the communication challenge is no longer about doing more or spending more, but about doing things more precisely at each touchpoint.
From launching a new brand, leveraging summer as a touchpoint to nurture demand, to preserving emotional depth for the premium segment, each stage of the customer journey sets a different requirement. The common thread throughout is that brands need to understand customers deeply enough for content to appear at the right time, with the right emotion and the right message – which is also the experience Novaon Digital has drawn from hands-on work with more than 15 Automotive brands in Vietnam.
For Novaon Digital, Automotive content strategy is not simply about producing content, but about building a system of touchpoints capable of creating trust, nurturing demand, and converting emotion into action. In the AI era, technology can help brands move faster, but strategy, understanding, and identity are what determine whether the brand is moving in the right direction.
1. Market Context: FMCG Enters a New Competition Across Every Retail Touchpoint
The FMCG purchase journey no longer starts at the supermarket
In Vietnam, the FMCG industry is witnessing a clear shift in the shopping journey. Consumers no longer approach products only at supermarkets, convenience stores, or traditional grocery stores. Instead, their journey now begins from multiple touchpoints such as TikTok, e-commerce platforms, livestreams, delivery apps, review communities, or content from KOCs.
The FMCG shopping journey is shifting from fixed points of sale to a multi-touchpoint ecosystem.
Source: Novaon Digital
This shift can be clearly seen through the growth of e-commerce and social commerce. According to the e-Conomy SEA 2025 report by Google, Temasek, and Bain, Vietnam’s digital economy is forecast to reach USD 39 billion in GMV in 2025, up 17% year-on-year; among which, e-commerce continues to be one of the key growth drivers. From a social commerce perspective, Vietnam’s market is projected to reach approximately USD 5 billion in 2025, growing by more than 25% year-on-year, driven by the development of influencer marketing, livestream selling, and integrated shopping features on social platforms.
This means the “point of sale” in FMCG is no longer a fixed location, but an omnichannel ecosystem where content, communication, and transactions take place almost simultaneously.
Mass communication is gradually losing effectiveness
FMCG has always been a category with high communication frequency, a large number of products, and brand differentiation that is not always clearly defined. In a context where consumers are exposed to too many advertisements, promotions, livestreams, and reviews every day, generic messages are becoming increasingly difficult to remember.
NielsenIQ stated that entering 2025, FMCG businesses in Vietnam need not only to meet current consumer demand, but also to connect their marketing strategy with customer experience and leverage omnichannel selling. This shows that competition no longer lies only in communication reach, but in the ability to create more relevant experiences at each touchpoint.
The challenge is no longer whether a brand appears frequently enough, but whether it appears in the right context. A one-size-fits-all message will struggle to drive conversion if it is not connected to specific needs, timing, and purchase behaviors.
Consumers are buying more by context than by habit
After Covid, Vietnamese consumers have become more accustomed to digital shopping, fast delivery, and hunting for deals on online platforms. They may buy an FMCG product because they see a review that matches their needs, because a livestream offers a good promotion, because an app recommends it at the right time, or because they need the product delivered on the same day.
Data from YouNet ECI, cited by Cimigo, shows that Vietnam’s online shopping market reached USD 8.5 billion in the first half of 2025 and is projected to grow at a CAGR of up to 35% during 2024–2028. This reflects the strong expansion of digital shopping channels and shows that purchase decisions are increasingly influenced by multiple online touchpoints before conversion.
As a result, purchase behavior is becoming more flexible and harder to predict. In FMCG, a purchase decision can happen very quickly, but it is often influenced by many smaller touchpoints beforehand.
Social commerce and quick-commerce blur the line between communication and sales
The growth of TikTok Shop, livestream commerce, e-commerce platforms, and quick-commerce is making FMCG communication no longer separate from sales. A short video can create demand, a KOC can reinforce trust, a livestream can close orders, and a delivery app can complete the experience in a short period of time.
For TikTok Shop specifically, data from Metric.vn cited by Vietdata shows that in Q1/2025, TikTok Shop’s revenue in Vietnam grew by nearly 113.8% year-on-year, increasing its market share from 23% to 35%. At the same time, the total revenue of the four platforms Shopee, TikTok Shop, Lazada, and Tiki reached VND 101.4 trillion, up 42% year-on-year. This is a clear signal that content-to-commerce is becoming an important growth driver in the digital retail ecosystem.
Therefore, FMCG marketing is no longer only about creating awareness through advertising. It must participate directly in the purchase journey, from recommendation and consultation to demand activation and conversion acceleration.
Conclusion: These changes show that FMCG in Vietnam is entering a new competitive landscape. Brands not only need to be present across multiple channels, but also need to know how to “touch” each consumer at the right moment, with the right need, and in the right purchase context.
This is the foundation driving the shift from supermarkets to hyper-personalization, where marketing is no longer just mass advertising, but becomes a dynamic experience across every retail channel.
2. Trends Shaping Personalized Shopping Experiences in FMCG 2026
Trend 1: AI Recommendation & Hyper-personalization – Recommending the right product at the right time
AI recommendation refers to the use of AI to suggest products, bundles, promotions, or content that are relevant to each user based on their behavior and shopping context. As this develops further, the trend becomes hyper-personalization, meaning the experience is personalized at a more detailed level: the right person, the right channel, the right time, and the right need.
In FMCG, this strategy can be implemented through product recommendations on e-commerce platforms, personalized vouchers on retail apps, repurchase reminders, bundle suggestions based on consumption habits, or dynamic content tailored to different customer segments.
An international example can be seen in PepsiCo, when the brand launched two D2C platforms, PantryShop.com and Snacks.com, during a period of strong growth in online shopping demand. These two platforms not only helped PepsiCo sell snacks and beverages directly, but also created additional data on consumer preferences, habits, and needs, enabling the brand to better understand shoppers and optimize future product recommendations.
The impact of this trend is that it helps brands “touch” consumers in the moments with the highest purchase potential. If FMCG brands used to compete through shelf visibility, in 2026, they will need to compete through their ability to understand consumption contexts and activate demand at the right time.
Trend 2: Data-driven Content – Marketing based on behavior and needs
Data-driven content is the way brands use behavioral data to build content that is relevant to each consumer segment, instead of using one generic message for the entire market. In FMCG, data can come from search behavior, purchase history, repurchase frequency, social interactions, e-commerce shopping carts, or feedback from livestreams.
The implementation lies in breaking down the purchase journey into specific contexts: consumers who are newly aware of the product need content that opens up demand; those who are considering need reviews, comparisons, or KOC validation; those who have purchased before need bundles, repurchase offers, or reminders at the right time.
This strategy helps brands address the declining effectiveness of mass communication, as content is no longer only used to create awareness, but directly supports conversion. In a context where FMCG consumers buy quickly but are easily distracted, data-driven content helps brands appear closer to the actual need and reduce communication waste.
Trend 3: Social Commerce – Turning content, communities, and livestreams into points of sale
Social commerce is the trend that combines content, social interaction, and transactions within the same journey. In FMCG, this is clearly reflected through TikTok Shop, livestream selling, KOC reviews, affiliate content, social challenges, and smaller consumer communities.
Implementation is not simply about bringing products onto social platforms, but about turning social into a shopping touchpoint. Influencers and nano KOCs help build trust through real experiences; livestreams support consultation, demonstration, promotion launches, and real-time order activation; quick-commerce can shorten the gap between demand generation and product delivery.
This trend addresses the challenges of trust and conversion in an oversaturated advertising environment. Consumers do not only hear the brand speak; they see the product in real usage contexts, receive validation from the community, and can buy immediately when the need arises.
Trend 4: Omnichannel Retail – Connecting shopping experiences from online to offline
Omnichannel retail is a strategy that connects multiple retail channels into a seamless journey, in which consumers can discover products on social media, watch reviews from KOCs, purchase on e-commerce platforms, receive offers from retail apps, or continue buying at physical stores.
Implementation is not simply about being present across many channels, but about clearly defining the role of each touchpoint. Social media creates demand, KOCs reinforce trust, livestreams drive conversion, e-commerce supports fast purchases, retail apps personalize offers, while supermarkets and physical stores maintain consumption habits.
This strategy helps FMCG brands solve the problem of a purchase journey that is no longer linear. As consumers continuously move between online and offline, brands need to ensure a consistent experience, connected data, and channel-specific messaging. This is the foundation for FMCG to shift from channel-based selling to building personalized shopping experiences across the entire retail ecosystem.
Trends shaping personalized shopping experiences in FMCG 2026
Source: Novaon Digital
3. Representative Case Studies: When FMCG Turns Every Touchpoint into a Personalized Shopping Experience
Unilever P/S – Personalizing consultation and conversion through Messenger Marketing
In the context of an increasingly competitive electric toothbrush market in Vietnam, P/S needed to find a way to attract target customers for its electric toothbrush product line, as consumers were showing growing interest in smart and convenient personal care products. At the same time, selling on e-commerce platforms also faced several barriers, such as declining external traffic to marketplaces, high “add-to-cart” costs, and limited customer data, making post-purchase care and repurchase activation more difficult.
To address this challenge, the campaign implemented Meta Messenger Marketing combined with a chatbot as a direct interaction channel with consumers. Instead of only driving users to the point of sale, P/S built conversation flows based on customer interests, combining chatbot, customer service, payment systems, logistics, and reporting to create a seamless consultation – sales – care process. This approach helped Messenger become not only a message response channel, but also a personalized touchpoint where customers could learn about the technology, product benefits, and receive support throughout the purchase journey.
Unilever P/S applied Meta Messenger Marketing to personalize consultation and drive conversion.
Source: Novaon Digital
Long Hải – Fresh Yogurt Jelly: When social commerce turns a new snack into a multi-channel experience
In the context of a highly competitive snack market and rapidly changing consumption behavior among young consumers, Long Hải launched its Fresh Yogurt Jelly product with the goal of increasing awareness, expanding its customer base, and boosting consumption during the year-end 2024 to early 2025 period. The brand’s challenge was not only to introduce a new product, but also to generate demand across multiple sales channels, from modern trade, general trade to e-commerce.
The campaign chose an approach based on the insight of “childhood memories”, combined with a refreshing, convenient product experience suitable for various consumption moments. From the concept #BringMemoriesBack, Long Hải deployed a content ecosystem including social content, KOL sharing, KOC/community reviews, social challenges, and livestreams on TikTok/Facebook. In particular, KOCs in the food, food review, and lifestyle categories helped generate authentic reviews, while the “Ring Chuông Vàng” livestream turned entertainment content into a shopping touchpoint, with the shopping cart attached throughout the live session.
Long Hải’s campaign “Thạch Ngon siêu Hút, ‘Ring’ tuổi thơ về” brought childhood memories into the social commerce experience.
Source: Novaon Digital
4. Conclusion
In 2026, as the FMCG purchase journey expands from supermarkets and e-commerce to social commerce and livestreams, personalized experience becomes an important direction for brands to remain relevant in each consumption moment. In this context, brands need to shift their marketing mindset:
Understand the purchase context accurately: Brands should not only know who consumers are, but also understand what need they are buying for, where they are buying, and at what moment.
Connect content with conversion: Social content, KOCs, livestreams, chatbots, and e-commerce need to be designed as a seamless journey, instead of separate activities.
Turn every retail channel into an experiential touchpoint: From online to offline, each channel needs to have a clear role in creating demand, building trust, and driving purchase.
To accompany this shift, Novaon Digital provides a Brand Experience solution ecosystem for the FMCG industry, combining Strategy, Creative, and Technology to help brands build personalized, seamless, and higher-converting experiences across every retail touchpoint.
I. The Role of Experiential Point-of-Sale Events in Banking & Finance During the Online Marketing Era
Experiential Point-of-Sale Events are a form of direct marketing event organized at points of sale, from traditional markets and shopping malls to trade fairs and brand stores, designed to create real interactions between a brand and its customers at the place of transaction. In the banking and finance sector, financial brands deploy this format as a strategic tool to achieve specific goals: increasing account opening rates, activating apps, and introducing new financial products to target customer segments such as small traders, household businesses, and SMEs.
However, the explosion of online marketing has profoundly shifted customer psychology and behavior. As eKYC identity verification and digital onboarding become increasingly common, many brands have begun to ask: is Experiential Point-of-Sale Event still necessary when customers can open an account or sign up for financial services with just a few taps on their phone?
The Importance of Physical Interaction in Financial Services
Source: Compilation
Real-world data tells a different story. According to a PwC report, despite familiarity with banking apps, more than 60% of customers still prefer physical interaction when opening new financial services or seeking in-depth consultations. The EventTrack report by Event Marketer also found that 85% of consumers are more likely to complete a transaction after directly experiencing and interacting with staff at an event. Particularly among B2B customers such as SMEs, 82% consider direct interactive events the most important channel for evaluating the trustworthiness of a financial service provider (Bizzabo Event Marketing Report).
These figures point to a core truth: digital delivers convenience, while Experiential Point-of-Sale Events deliver trust. And in the financial industry, trust is the decisive factor in customer behavior.
So what value does this format truly create that digital channels cannot replace, and how should Bank & Finance brands deploy it to achieve maximum effectiveness? We spoke with Ms. Tran Thi Thanh Thuy, PR & Event Manager at Novaon Digital, for answers.
★★★
Question 1: In your view, what value does Experiential Point-of-Sale Event bring to a Bank & Finance brand in terms of sales, branding, and customer reach?
Ms. Tran Thi Thanh Thuy: The first thing I think we need to recognize is that Experiential Point-of-Sale Event is not simply a marketing activity. It is a tool that creates dual value, both in sales and branding, and these two values reinforce each other rather than operating separately.
On the sales side, this is one of the rare marketing formats capable of generating on-the-spot conversions. When customers are guided hands-on, have their questions answered directly, and feel sufficiently confident, they are willing to download an app, open an account, or register for a service right there during the event. This is something a display banner or an email marketing campaign can rarely accomplish within a single touchpoint.
The Value of Experiential Point-of-Sale Events for Brands in the Banking and Finance Industry
Source: Novaon Digital
On the branding side, the real value lies in the fact that Experiential Point-of-Sale Events build brand trust in a more lasting way. When customers have a positive experience at an event, they not only remember the brand but also tell the people around them. In the financial sector, word-of-mouth within local communities carries enormous influence, especially among small traders and household business owners.
And this leads to the third value, which I consider the most important: the ability to reach customer segments that digital misses. Not everyone is familiar with online advertising or willing to download an app just because they saw a banner. But when they are met in person, when they speak with a real human being, when they see a product working right in front of their eyes, the psychological barrier naturally dissolves. That is why Experiential Point-of-Sale Event remains an irreplaceable tool in the marketing strategy of Bank & Finance brands.
Question 2: Compared to digital marketing formats currently used by Bank & Finance brands, how do you see Experiential Point-of-Sale Events as distinctly different?
Ms. Tran Thi Thanh Thuy: I do not see this as a competition between two formats; they serve two different roles within the same system. But to understand why both are needed, we have to look directly at the core differences.
The first difference is in objectives. Digital marketing excels at reaching a broad audience and building brand awareness at scale. But Experiential Point-of-Sale Events do not compete on that front. Their goal is to convert behavior on the spot, to turn someone standing in front of a booth into an actual customer within that same session.
The second difference is in how trust is built. Digital influences through content, visuals, and data. Experiential Point-of-Sale Events influence through emotion and lived experience. This distinction is especially significant in the financial sector, because customers need to reach a certain threshold of trust before they are willing to share their personal or financial information.
The difference between Experiential Point-of-Sale Events and other forms of media communication
Source: Novaon Digital
The third difference is in which customer segments can be reached. Digital works very well with tech-savvy users who are accustomed to being online. But what about the busy small trader at the market, the household business owner who rarely uses social media, or the person who needs face-to-face conversation to be persuaded? That is precisely the group that Experiential Point-of-Sale Events can reach effectively, the group digital largely misses.
That is why, rather than asking whether to choose digital or Experiential Point-of-Sale Events, Bank & Finance brands should be asking how to make the two complement each other within an integrated strategy.
II. Strategy for Organizing Experiential Point-of-Sale Events in Banking & Finance at the Point of Sale
Most Experiential Point-of-Sale Event campaigns in the Bank & Finance sector are currently executed according to a familiar mindset: invest in an attractive booth, engaging minigames, and valuable giveaways. This is not wrong in itself, but it is solving the wrong problem. The issue is not whether the event is engaging enough; it is that all of these elements are assembled without an overarching strategy to guide customers toward the conversion point. The result is an event with traffic but no conversion.
The core distinction of the SCT framework that Novaon Digital has developed does not lie in doing more or doing differently, but in how the three layers, Strategy, Creativity, and Technology, are designed to work in synergy rather than in parallel. Strategy is not just planning; it is identifying the exact breakdown points in the customer journey so that Creativity can fill precisely the right gaps. Creativity is not just designing beautiful experiences; it is designing experiences capable of converting trust into action. And Technology is not just a support tool; it is the amplification layer that ensures each conversion generated on the ground continues to create value long after the event ends.
When these three layers operate correctly, an Experiential Point-of-Sale Event campaign is no longer a costly and hard-to-measure activation exercise but a systematic growth tool for a financial brand. The question becomes: in practice, how is that strategy deployed to overcome the psychological barriers unique to financial services customers at the point of sale?
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Question 3: Unlike ordinary consumer goods where customers simply need to make a purchase, Bank & Finance requires customers to download an app, provide personal information, or complete identity verification on the spot, all of which represent significant psychological barriers. How do you think Experiential POS strategy should be designed to break down this hesitation and drive customers to complete these complex conversion actions at the event itself?
Ms. Tran Thi Thanh Thuy: This is the point where I believe many brands are designing their events in a direction that runs counter to the psychological nature of financial customers.
With everyday consumer goods, customers can make a purchase on impulse. But in financial services, impulse is not enough. Customers will not download an app or fill in personal information simply because they are in a good mood. They do so when, and only when, they have reached a sufficient level of trust. If a brand misreads this, it will produce an event with a large crowd but a near-zero actual conversion rate.
Novaon Digital partners with MB Bank in the Experiential Point-of-Sale Event campaign to promote the M-selling solution.
Source: Novaon Digital
The core design principle, therefore, is that the entire event must allow customers to feel ready on their own terms, not feel pushed. The sequence of activities must be designed as a deliberately trust-building journey. Staff must be trained with a consultative mindset, not a sales mindset. A staff member who rushes for the conversion from the very beginning will undermine the entire journey no matter how attractive the booth is.
I remember when working with a group of small traders at traditional markets, a segment that is both time-poor and entirely unfamiliar with digital financial services, we realized that a conventional approach would not work. During the mSeller app activation campaign for MB Bank, instead of using gifts to draw customers into the booth and then introducing the product, we completely reversed that flow: staff proactively visited each vendor’s stall, introduced the app’s benefits in the direct context of the trader’s daily work, supported them in downloading the app and opening an account on the spot, and only then guided them back to the booth to join the minigame and collect their gift. Conversion came first; reward came after.
The results showed that when the flow is designed in alignment with the customer’s psychology, conversion is not something the brand needs to push for. It happens naturally, because the customer has already arrived at that point in their own journey.
Question 4: In your view, how should Bank & Finance brands integrate Experiential Point-of-Sale Event strategy with other communication channels to create maximum synergistic impact?
Ms. Tran Thi Thanh Thuy: What I want to say plainly is that most Bank & Finance brands are wasting the largest portion of value generated by an Experiential Point-of-Sale Event campaign, that being the data and the emotions created at the event itself.
When customers participate in an event, download an app, open an account, or simply pause to ask for more information, those are behavioral signals more valuable than any digital advertising data. Yet most brands collect this data and leave it untouched, with no follow-up system to turn those signals into long-term customer journeys.
I always view Experiential Point-of-Sale Events as the midpoint of a closed conversion funnel, not the endpoint. Before the event, Social Media and Influencers play the role of building anticipation and drawing the right target customers to the venue. A person who already knows about the program before arriving will come with a completely different mindset than someone who wanders in by chance. During the event, all activities are designed to collect behavioral data organically while still delivering a great customer experience. And after the event is precisely when Technology truly comes into its own: all of that data is fed into a CRM system for personalized remarketing, nurturing those who have not yet converted, and reinforcing the loyalty of those who have taken action.
The stage that most brands overlook is the post-event period. Once the booth is dismantled, they consider the campaign closed. But in reality, that is when the cycle begins to deliver its true impact. Data from a well-executed event can fuel an entire remarketing system for months to come. Without a plan for the post-event phase, a brand is leaving the bulk of its campaign ROI lying on the ground.
III. Predictions on Industry Change & Expert Advice
The Experiential Point-of-Sale Event industry is at an inflection point. The purely physical activation model is gradually giving way to a new approach, one where the boundary between online and offline no longer exists in the eyes of the customer. According to a Deloitte report, more than 60% of global financial brands are reallocating budgets from traditional activation toward technology-integrated formats, where data from on-the-ground events is directly connected to the brand’s digital ecosystem. Additionally, research from Forrester indicates that 73% of consumers expect brands to recognize them and deliver a consistent, continued experience regardless of the channel, whether social media, app, or in-person at an event.
Consistency in the user experience has become a crucial factor in brand presence.
Source: Novaon Digital
These two figures place a clear pressure on Bank & Finance brands: customers now expect a seamless experience that the vast majority of current Experiential Point-of-Sale Event campaigns are not yet delivering. The question is no longer whether this format needs to change, but where to begin and in which direction so as not to be left behind.
★★★
Question 5: In light of the shifts in customer expectations and the evolution of digital marketing trends, how do you think Bank & Finance brands need to adjust their Experiential POS Event strategy to avoid falling behind?
Ms. Tran Thi Thanh Thuy: When it comes to “keeping up with trends,” the instinctive response from many brands is to turn to technology, adding more interactive screens, more QR codes, more gamification. But in my view, that is not the root of the issue.
The first thing that needs to change is not technology or budget. It is the mindset behind experience design.
Most Experiential POS campaigns today are still built around an implicit goal: organize an event to sell a product. The entire design logic, from booth layout to staff scripting, revolves around moving customers to the conversion point as quickly as possible. But that is the mindset of fast-moving consumer goods, not the mindset of financial services.
Strategic adjustments to EPOS Events that Banking and Finance brands should adopt to avoid falling behind, according to Ms. Thuy’s perspective.
Source: Novaon Digital
When thinking shifts toward building a consistent brand experience from online to offline, the entire approach changes. The question is no longer “how do we get customers to download the app today?” It becomes “how does the experience at today’s event connect with what they saw on social media beforehand, and how does it continue on the app after they leave?” When the question changes, decisions about space, technology, and staffing naturally fall into place, because they are all serving a larger and more clearly defined objective.
This is the shift that Bank & Finance brands need to make before addressing any other tactical adjustment. Phygital is not a feature that can be added on later. It must be designed from the inside out, from mindset down to every single touchpoint.
Question 6: Could you share 3 practical principles for CMOs in the financial sector who are deploying Experiential POS for the first time?
Ms. Tran Thi Thanh Thuy: From real-world deployment experience, I have distilled three principles that I believe any financial sector CMO must internalize before entering their first Experiential POS campaign.
The first principle is to manage every moment of contact. An event does not succeed or fail at the macro level; it succeeds or fails in each small moment: the way a staff member greets a customer, the waiting time at each station, the very first words spoken when approaching a busy trader in the middle of a market. Each of those moments can either add a layer of trust or shatter everything that was built before it. So do not manage the event only at the planning level. Manage it at the level of each specific touchpoint.
The second principle is the philosophy of “keep it simple.” In financial services, complexity is the enemy of conversion. When customers are faced with a multi-step registration process, multiple fields to fill in, and multiple screens to navigate, drop-off rates climb sharply even when trust is already there. The mission of Experiential POS strategy is to eliminate every unnecessary point of friction: the app download process must be streamlined to the bare minimum, staff must support customers through every single step, and everything that takes place at the event must be designed to feel easier, not more complicated, than doing it at home alone.
The third principle is the Commando mindset for the Event Manager. On the ground, there will always be variables no plan can fully anticipate, from changing weather and higher-than-expected foot traffic to technical failures in peak hours. What separates a successful Experiential POS campaign from a failed one sometimes has nothing to do with the original plan, but everything to do with the team’s ability to handle situations on the spot. Event Managers and all on-site staff must be empowered to make rapid decisions and trained to adapt flexibly without losing sight of the overall strategic direction. When the team carries that mindset, the event will run well even when nothing goes according to script.
Closing Thoughts
In a landscape where the Bank & Finance sector faces mounting pressure to grow its real-world user base, communication strategy can no longer stop at building awareness or optimizing digital ad performance. When trust remains the decisive factor in financial customer behavior, Experiential Point-of-Sale Events are not a replacement for digital. They are an indispensable link in completing the conversion journey.
However, for this format to truly deliver its value, the deployment mindset must shift first, from organizing events to sell products to building experiences that generate trust, and from standalone activations to a deliberately closed loop connecting online and offline.
For Novaon Digital, this is not merely a conversation about trends but a strategic dialogue. The insights shared by Ms. Tran Thi Thanh Thuy offer a practitioner’s perspective for Bank & Finance brands to shift their thinking: from event organizing to experience creation, and from measuring traffic to measuring genuine conversion.
Novaon Digital, with its expertise in consulting and deploying integrated communication solutions through the SCT framework, has been and continues to work alongside financial brands to turn every on-the-ground touchpoint into a systematic growth engine. Because ultimately, a sustainable financial brand is not built on what is advertised. It is built on the trust forged through every real experience.
1. The Context Driving the Shift from Mass to Micro
Macroeconomic uncertainty and data as a new competitive axis
The global economy is slowing down. The IMF forecasts global growth to decline from 3.3% in 2024 to 3.1% in 2026, while the World Bank projects global growth to reach only around 2.6%. Against this backdrop, consumers are tightening their spending: 47% are classified as “value seekers”, 79% are actively cutting back on expenses, and 52% only buy products they are certain they will use.
As a result, purchasing behavior is no longer driven purely by habit. It is increasingly tied to the real value consumers see in every choice they make. At the same time, data is becoming a critical competitive advantage, enabling brands to understand and engage consumers more effectively.
FMCG faces the limits of volume-led growth
FMCG remains a large-scale industry, but its growth momentum is slowing as markets become more saturated and products become harder to differentiate. At the same time, power is gradually shifting toward retailers, marketplaces, and social commerce platforms – the players that control consumer data and have direct influence over purchase decisions.
Meanwhile, mass marketing is becoming less effective due to rising media costs and fragmented attention. This forces FMCG brands to move beyond maximizing reach and start optimizing value across each customer and each touchpoint.
Gen Z and the transformation of consumer behavior
Gen Z is becoming a generation that strongly influences how modern marketing operates. This is a social-first generation that consumes to express personal identity and is heavily influenced by communities, KOCs, and creator content.
They research carefully but make quick decisions when a brand feels aligned with their lifestyle and personal values. They are also willing to switch to another brand if it offers a more interesting experience. This makes mass messaging increasingly less effective, while personalized experiences are becoming a baseline requirement for brands to stay relevant to Gen Z.
Conclusion: Market conditions, FMCG industry pressure, and shifts in Gen Z behavior all point to the declining effectiveness of mass marketing. This creates the foundation for the shift from Mass to Micro, where brands need to build deeper relevance instead of simply expanding reach.
2. Mass to Micro Trends in FMCG Marketing for the Gen Z Era
Mass to Micro is the shift from a mass marketing model to a more micro-targeted approach, where content, experiences, and value are personalized for individuals or smaller consumer group.
This means FMCG brands can no longer focus only on mass reach. They must move toward meaningful relevance – creating deeper relevance across specific consumer behaviors and contexts.
Trend 1: Data-Driven Personalization
As consumer behavior becomes increasingly fragmented, FMCG brands need to rely more on data, AI, and automation to understand consumers at a deeper level. Today, a consumer may watch reviews on TikTok, search on Google, and then decide to purchase through an e-commerce platform or a physical store.
This makes it less effective to use the same content and the same journey for every customer. Data is no longer just a tool for optimizing advertising. It is becoming the foundation that enables brands to personalize experiences at greater scale.
Trend 2: Contextual & Omnichannel Personalization
Consumers now move continuously between social media, e-commerce, apps, and physical stores within the same shopping journey. This means personalization is no longer only about reaching the “right person”. It must also happen at the “right time”, on the “right platform”, and in the “right context”.
In response, many FMCG brands are investing more heavily in omnichannel strategies, performance media, and social ecosystems to create seamless experiences across online and offline touchpoints.
Trend 3: Identity & Community Personalization
Gen Z does not consume only for product functionality. They also consume to express lifestyle and personal values. This makes micro-communities, KOCs, and creator content increasingly influential in purchase decisions.
Instead of relying on one message for the entire market, brands are developing multiple layers of content tailored to specific lifestyles and communities. This helps create a stronger sense of closeness and relevance among younger consumers.
Trend 4: Product & Experience Personalization
Personalization is no longer limited to communication. It is expanding into products and consumer experiences. Consumers increasingly expect interactive experiences, consultations, and product trials that feel more relevant to their personal needs.
This is encouraging more brands to adopt AR/VR/XR, phygital experiences, and digital production to create clearer personalization across each brand touchpoint.
These four trends show that personalization in FMCG is not simply about changing the message. It reflects a broader shift in how brands understand consumers, design experiences, and create value in each consumption context.
3. Case Studies Representing the Mass to Micro Shift in FMCG
PepsiCo: Personalization through data and direct-to-consumer
In an FMCG landscape where brands rely heavily on retail channels and often lack direct consumer data, PepsiCo has strengthened its direct-to-consumer strategy to build deeper connections with customers.
The brand launched D2C platforms such as PantryShop and Snacks.com to collect direct purchasing behavior data. This allows PepsiCo to personalize product recommendations, bundles, and consumer experiences based on more specific needs.
This approach shows that data is no longer used only to optimize advertising. It is becoming the foundation for FMCG brands to build personalized experiences at larger scale.
Dove by Unilever: Personalization through identity and community
In a market where FMCG messaging has become saturated and consumers are increasingly skeptical of traditional advertising, Unilever built the Dove Real Beauty campaign as an approach rooted in identity and personal values.
Instead of promoting a universal image of perfection, Dove chose to celebrate real beauty, encourage user-generated content, and build a community around self-esteem. The campaign shows that personalization in FMCG is not only about data or technology. It also comes from the ability to create empathy and relevance with specific consumer groups.
4. Expert Perspective
Personalization is opening up new growth opportunities for FMCG, but it also presents challenges around data, implementation costs, and consumer privacy. FMCG is a high-volume, low-margin industry, which makes investment in technology and operations more complex than in many other sectors.
However, as products become harder to differentiate, the ability to build relevant experiences will become an important competitive advantage. Personalization can help improve conversion, increase customer lifetime value, and maintain long-term relevance with consumers.
In the future, personalization is likely to become a basic standard in FMCG marketing. First-party data and zero-party data will become core business assets, while AI will accelerate real-time hyper-personalization at greater scale. At the same time, omnichannel and phygital experiences will gradually become the new experience standards for the FMCG industry.
Conclusion
2026 marks an important transition period for the FMCG industry, as growth models built on scale, reach, and mass messaging are no longer enough to create competitive advantage. As consumers become more selective in spending, Gen Z becomes more fragmented, and expectations for relevant experiences continue to rise, personalization is becoming the key for brands to rebuild connection, optimize marketing effectiveness, and increase value across each customer.
The report “From Mass to Micro: Personalizing FMCG Marketing Experiences for the Gen Z Era” is developed by Novaon Digital to help brands better understand the key shifts reshaping the FMCG industry – from market context and Gen Z insights to the Mass to Micro concept, emerging personalization trends, and strategic implications for the next phase of growth.
Register now to receive the full report from Novaon Digital and explore how FMCG brands can move from mass reach to meaningful relevance – from reaching the crowd to creating more relevant experiences for each consumer group.
The Automotive Industry: When Growth Can No Longer Rely on the Product Alone
The global automotive industry is navigating a period of uncertain growth. While the market remains substantial in scale, the traditional drivers of expansion are showing signs of structural weakening – a trend reflected in a series of market shifts throughout the 2024-2026 period.
For many years, electric vehicles were regarded as the industry’s primary growth engine. However, that momentum has slowed considerably. According to Deloitte, consumer interest in fully electric vehicles across major markets is declining, with a notable shift toward hybrid models as a more pragmatic choice amid ongoing economic uncertainty. In the United States, the majority of electrified vehicles sold in2024 were hybrids rather than fully electric, indicating that consumers remain cautious about a complete transition away from conventional powertrains.
Although global EV sales in 2025 still achieved approximately 20% growth – surpassing 20 million units sold – this figure fell well short of earlier market projections. Reuters attributed part of this shortfall to policy tightening in several countries and persistent consumer concerns regarding charging infrastructure and total cost of ownership. These developments reinforce a broader reality: electric vehicles are no longer sufficient on their own to sustain the industry’s growth trajectory.
Beyond demand-side pressures, automakers continue to face escalating production costs and prolonged disruption across global supply chains. The semiconductor crisis of 2021 erased an estimated USD 210 billion in industry revenue, and many manufacturers have yet to fully restore pre-pandemic output levels. The EV battery supply chain, meanwhile, remains heavily concentrated in a small number of Asian markets, leaving the industry exposed to geopolitical risk and raw material price volatility.
On the consumer side, economic constraints are fundamentally reshaping vehicle purchasing behavior. By the end of 2025, the average price of a new car in the United States had surpassed USD 47,000, while auto loan interest rates remained elevated. As a result, consumers have become increasingly deliberate about large financial commitments – postponing purchases or gravitating toward more flexible alternatives such as hybrids, pre-owned vehicles, or mobility services in lieu of long-term ownership.
The industry itself is undergoing a fundamental transformation: from internal combustion to electrification, from hardware-defined products to software-enabled vehicles, and from standalone purchases to integrated ecosystems encompassing vehicles, services, and data. Competitive advantage is no longer determined by engine power or aesthetic design alone, but by a brand’s capacity to deliver a superior, holistic user experience.
This shift is particularly evident among younger consumer segments. For Generation Z, the automobile is no longer a symbol of status or ownership in the conventional sense. It is viewed as an extension of lifestyle and technology, where experiential value outweighs technical specification. Moreover, the car-buying journey has become increasingly non-linear – fragmented across social media platforms, video content, influencer reviews, and peer-shared experiences.
Taken together, these forces point to a clear strategic imperative: consumers no longer select vehicles based on product attributes alone. They select vehicles based on the experiences those vehicles enable. The challenge for automotive brands, therefore, is not to offer more features, but to be present at the precise moment when a consumer begins to envision those experiences.
Moment Marketing: When Purchase Intent Begins with a Moment
Against a backdrop of rapidly evolving consumer behavior, Moment Marketing is emerging as one of the most nuanced and effective strategic approaches in the automotive sector. Where traditional automotive marketing concentrated primarily on communicating technical specifications, performance credentials, and technological innovation, the decisive factor today is a brand’s ability to appear at the right moment – precisely when a consumer’s latent need begins to crystallize.
In practice, very few consumers begin their purchasing journey with the explicit intention of buying a car. Most decisions are initiated by far more everyday desires: a wish to take the family on a weekend getaway, a plan for a road trip with friends, or simply the pursuit of a fresh experience after a demanding period at work. These are the authentic starting points of automotive buying behavior.
This is the essence of Moment Marketing – understanding not only who the customer is, but what state they are in and when their need is most acute. These “moments” may arise during summer, public holidays, or extended vacation periods, when the desire for travel and mobility intensifies. They may also be triggered by specific behavioral signals: searching for travel destinations, watching travel documentaries or vlogs, or reading accounts of family road trips. Life transitions: marriage, the birth of a child, a change in income or lifestyle, can equally serve as catalysts that prompt consumers to reconsider their vehicle needs.
Moment Marketing – The right audience, at the right moment, with the right message.
What distinguishes Moment Marketing is that the brand no longer assumes the traditional role of advertiser. Instead, it positions itself as a natural presence at the moment of need. When a family begins planning a summer trip, they are not simply seeking an SUV with a high towing capacity or superior fuel economy. Their real concerns are more personal: Is the cabin spacious enough for children to rest comfortably on long journeys? Is the vehicle safe enough to provide peace of mind across hundreds of kilometers? Can it reliably accommodate the needs of the entire family throughout the trip?
This understanding is reshaping how automotive brands approach communication. Rather than leading with product features, brands are increasingly constructing narratives anchored in real-life experiences. This shift has also elevated the importance of data and personalized customer engagement. Rather than broadcasting a uniform message to mass audiences, brands are identifying the precise moments when consumer intent emerges – and responding with content calibrated to that specific context. When a user searches for travel destinations or watches a long-distance road trip video, automated systems can surface content that is immediately relevant to their situation.
For Moment Marketing to meaningfully influence purchasing behavior, however, brands cannot rely on emotional messaging alone, or on isolated campaigns. In an environment where consumer attention is easily fragmented, what matters most is the construction of a coherent experience system in which every touchpoint is designed around a specific moment in the customer journey. Three distinct communication solutions can help operationalize this approach.
Solution 1: KOL and Influencer Marketing
One of the most effective approaches involves leveraging key opinion leaders (KOLs) and digital influencers to transform real journeys into content capable of creating genuine emotional resonance. Rather than producing reviews centered on engine specifications or performance data, forward-thinking brands are partnering with prominent digital figures to create content that captures authentic, everyday moments: laughter shared between passengers, relaxed conversation on an open road, and the warmth of family interaction during a long drive. These human details allow consumers to readily envision themselves in the same context – building organic trust and a natural inclination to explore the product further.
Solution 2: Social Media Moment Targeting
Social media platforms play an equally important role in enabling brands to appear at precisely the moment demand emerges. Rather than relying on mass advertising, a Social Media Moment approach focuses on distributing content and display advertising based on real user behaviors in real time.
When a consumer begins researching travel destinations, engaging with travel content, or interacting with summer-themed posts, advertising systems can automatically segment their intent and surface messaging that is contextually aligned. A family in the early stages of trip planning may be reached with content emphasizing interior space, cargo capacity, and comfort for children. A younger, adventure-oriented consumer may instead encounter content centered on the freedom and spontaneity of open-road travel.
In this model, advertising ceases to function as direct selling. It becomes, instead, a message that surfaces naturally within the consumer’s travel planning process – positioning the vehicle not as a product to be purchased, but as a solution that makes the journey more comfortable, convenient, and complete.
Solution 3: Augmented Reality Experience
At the stage proximate to a purchase decision, emotional engagement alone is often insufficient – particularly for family buyers, for whom safety and reliability are paramount considerations. This is where experiential technologies such as augmented reality (AR) begin to demonstrate their strategic value.
Rather than relying solely on brochures or showroom consultations, consumers can engage directly with the brand through AR applications that simulate a family driving journey or a summer road trip on their personal devices. Through scenarios such as long-distance driving, in-car family dynamics, and on-road situation management, users can explore a vehicle’s safety features, performance characteristics, and practical utilities within a realistic travel context.
AR Experience allows customers to experience driving directly on their smartphones.
These immersive experiences bridge the gap between initial emotional interest and final purchase decision – helping consumers develop a concrete and confident understanding of how the vehicle will serve their lives.
Critically, Moment Marketing does not function as a collection of discrete activities. KOL content inspires the consumer’s journey; social media targeting ensures brand presence at the moment of emerging demand; and experiential technology reinforces confidence immediately prior to the purchase decision. Together, these elements form an integrated system that guides consumers from initial emotional engagement through exploration and, ultimately, to a definitive purchasing action.
In a market where competitive advantage increasingly resides in experience rather than product specifications, the capacity to construct such a seamless Moment Marketing system is becoming a defining strategic asset for automotive brands.
Representative Case Studies
Toyota – Employee Advocacy Model
Toyota reoriented its communication strategy from conventional product advertising toward an Employee Advocacy model, empowering its own employees and sales consultants to become authentic brand advocates. Rather than emphasizing technical specifications, the resulting content focused on family journeys, personal driving experiences, and real-world usage scenarios. Executed through the Onfluencer platform, the campaign generated nearly 940,000 interactions and helped Toyota cultivate a more credible and accessible content ecosystem.
Subaru × JNTO – “Enjoy My Japan”
Subaru partnered with the Japan National Tourism Organization (JNTO) to launch the “Enjoy My Japan” campaign, employing narrative storytelling to connect the brand with themes of travel and exploration. Rather than directly promoting the vehicle, the campaign followed a Subaru enthusiast on a cross-country journey through Japan in a WRX STI – evoking a sense of freedom, discovery, and emotional connection with each landscape encountered along the route. The campaign effectively repositioned the Subaru vehicle as a companion in the pursuit of exploration, rather than merely a mode of transportation. The film was subsequently screened at Subie Fest California, a flagship event within the Subaru community in the United States.
The video was showcased at Subie Fest California, one of the largest events for the Subaru community in the United States.
Expert Perspective: When Touchpoints Become a Competitive Advantage
In a market where products are increasingly homogenized, the competitive advantage will belong to brands that most effectively understand and respond to consumer emotions. Automotive marketing is evolving from broad reach toward timely, contextually relevant engagement – from one-way communication toward a personalized experience architecture built around the individual consumer journey. The ability to tailor content to specific behavioral signals will be the decisive factor in earning consumer trust within a purchasing process that is, at its core, deeply emotional.
Beyond product promotion, Moment Marketing represents a demonstration of empathy. When a brand appears at precisely the right moment – addressing a specific concern or fulfilling a particular aspiration – it establishes an emotional connection that transcends transactional exchange. Brands that are able to consistently capture these pivotal touchpoints will be those that define the next era of automotive marketing.
During summer, when travel demand reaches its annual peak, this principle becomes especially powerful. Technical specifications recede into the background, giving way to vivid imagery of shared journeys and collective experiences. Consumers at this moment are not seeking a vehicle with a specific horsepower rating. They are seeking a vehicle capable of carrying the joy, comfort, and peace of mind of the people they love most.
The car must be associated with the moments that matter: a serene camping trip beside a mountain stream, or an emotionally resonant journey home. In those scenes, the vehicle is not the protagonist – it is the dependable enabler that allows every experience to unfold seamlessly. By embedding themselves naturally within these meaningful, everyday moments, automotive brands can find a more human and enduring path into the lives of their customers.
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