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Experiential Point-of-Sale Event in Banking – Finance: When direct experience drives customer trust

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

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.

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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.

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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.

Experiential Point-of-Sale Event ngành Bank - Finance: Khi trải nghiệm trực tiếp dẫn dắt niềm tin của khách hàng

From Mass to Micro: From Mass to Micro: Personalized FMCG Marketing for Gen Z

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

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.

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Automotive Moment Marketing: From Specifications to Emotional Engagement

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

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.

Banking & Finance BX Strategy: Unlocking Gen Z spending to drive Growth during Travel season

Written by admin on . Posted in Creative, Our Thinking, Strategy.

I. Decoding the behavioral and psychological changes of Gen Z in the 2026 summer travel season: The key to helping banks understand spending barriers

We are standing before a consumer generation completely different from anything the financial industry has ever known. With 16 million individuals in Vietnam, Gen Z is not just a potential customer target; they are digital citizens who are reshaping the entire game. With 98% owning a smartphone and being the main driving force behind the 47% growth in electronic transactions, Gen Z officially establishes its position as the “First Cashless Generation.”

Decoding the “Financial Paradox” in the travel trends of Gen Z 

Source: Novaon Digital

However, their 2026 summer travel picture contains a challenging paradox for banks. On one hand, the desire to travel is at a record high, with nearly 54% planning to travel more. On the other hand, economic pressure is significant, as 67% of this group’s income still fails to meet consumption expectations. At this very intersection, Brand Experience (BX) is no longer an option but has become the core solution for banks to connect with them through 3 identifying characteristics:

  • “Addicted” to AI: 81% of Vietnamese Gen Z use AI to personalize travel plans. Search volume for the phrase “AI concierge” has skyrocketed by 350%.
  • Smart Spending: Instead of luxury trips, they choose to travel frequently but for short durations (averaging 6 trips/year, each lasting 4-7 days).
  • Value-seeking mindset: 56% prioritize accommodation budgets under 50 USD (about 1.3 million VND) per night. They are gradually shifting toward a trend of economical consumption.

II. 4 Brand Experience (BX) solutions to help businesses fully meet the travel behaviors of Gen Z

To truly capture the “Share of mind” of Gen Z in the summer of 2026, banks need to shift their focus from promoting product features to creating experiential values. Below are 4 Brand Experience solutions proposed by Novaon Digital that have the potential to create engagement between banking – financial brands and Gen Z customers this summer:

1. Utility Experience: From “Transaction Portal” to “Proactive Financial Advisor”

In the context where 81% of Vietnamese Gen Z are using AI to optimize itineraries, banks cannot stop at the role of being a place to store currency. The utility experience needs to be upgraded into an “Embedded Finance” ecosystem, where spending decisions are supported by smart data.

  • Upgrading Smart Tracking to Predictive Budgeting: Instead of just sending notifications that “airfares have dropped” in the traditional way, the integrated AI system needs to analyze deeper based on actual spending behavior. For example, when identifying that the fare to Da Lat has dropped to 1.2 million VND, the App will calculate: “Based on your existing travel budget, if you book right now, you will save 500,000 VND – just enough for an evening enjoying local specialties at the destination.”
  • “Price after privileges” ecosystem: Gen Z is extremely sensitive to “Value-for-money” when 56% prioritize budgets under 50 USD/night. The App interface needs to visually display the actual price after applying Cashback or card discounts, helping customers see immediate benefits instead of having to calculate themselves.
  • Travel Subscription model: The Agency proposes designing a “Travel Pass” package with a fixed membership fee (e.g., 99,000 VND/month). This package is not just a financial product but an experience commitment: including automatic travel insurance, free foreign exchange conversion, and priority support from an AI Concierge 24/7.

2. Always-on Presence: Empathy on every “Digital Footprint”

Data from Vericast indicates that maintaining a continuous presence over 150 days yields a response rate 4 times higher than short-term explosive campaigns. With a generation that travels up to 6 times a year, banks must be present in every “Micro-moment” of the digital journey.

Secrets to optimizing ROI through a long-term approach (Always-on Marketing)

 Source: Novaon Digital

  • Screenshot-to-Plan – Turning inspiration into action: Gen Z has a habit of taking screenshots of destinations on TikTok/Instagram but often forgets them in their photo galleries. Banks can leverage Gemini technology in Maps to automatically recognize locations from screenshots and send Push Notifications with card offers at that exact location.
  • Social-First Experience: Instead of running disruptive ad banners, banks should appear through “Travel Hack” content with KOCs. Short videos instructing “How to use your card to get a room upgrade” or “How to optimize reward points for a 0 VND trip” will create more natural empathy and trust.

3. In-person Experience: “Seamless & Event-led”

Brand experience is truly “tested by fire” when customers leave their phone screens and step into their actual journey. This is when banks need to prove their understanding through exclusive offline touchpoints.

  • Event-Led Banking: With 21% of Gen Z traveling for music events and festivals, banks need to set up “Priority Booths” right at the scene. Here, cardholders receive not only financial support but also experiential values: high-speed charging areas, free wifi for livestreaming, or a dedicated Fast-track lane for quick event check-in.
  • Hyper-local focus: 49% of Gen Z tend to choose “Hidden Gems” (less popular destinations) to optimize costs and seek uniqueness. The Agency proposes that banks build a network of links with local businesses to provide exclusive offers at indigenous eateries and cafes that international platforms often overlook.
  • Seamless Payment: Promoting the integration of Apple Pay or contactless QR will help customers enjoy their trips hands-free. The feeling of smooth payment, without worrying about security or physical wallets, is the pinnacle of the modern brand experience.

4. Social & Collective Experience

Vietnamese travel behavior is highly collective: 61% travel with family and 68% always consult relatives for major expenses. Banks need to transform personal financial tools into social connection tools.

  • Social Finance: Develop a “Shared Travel Wallet” feature directly on the App. This feature allows groups of friends or families to contribute to a budget, track shared spending transparently, and automate bill-splitting after the trip, completely eliminating money troubles after every outing.
  • Family Link: Create product packages where children (Gen Z) spend but parents can still supervise, and the whole family accumulates shared travel reward points. This hits the psychological mark of valuing family values among Vietnamese people.
  • UGC “Smart-flex”: The Agency proposes campaigns that encourage users to share (flex) their “smart travel” journeys. When customers proudly show off that they have “conquered” a luxury destination with an optimized budget thanks to the bank’s solution, that is when the brand value spreads most powerfully.

III. Outstanding financial – banking Brand Experience summer campaigns from Novaon Digital

1. Vietbank – “Sức sống hè mới” (New Summer Vitality): When digital strategy hits the saver’s psychology

In the context of a summer financial market saturated with interest rate races, Vietbank created a difference by shifting the focus from “numerical competition” to “emotional creation.” The “Sức sống hè mới” campaign was designed with a dual goal: elevating brand awareness in the digital space and driving online savings account opening behavior.

Vietbank’s “Sức sống hè mới” Campaign 

Source: Novaon Digital

Strategic Actions:

  • Performance: Implemented a modern promotion program with practical gifts (suitcases, canvas bags) and integrated interactive games such as a lucky wheel directly on the Vietbank Digital app. These activities acted as a direct “push” to drive account opening and service usage.
  • Branding: Collaborated with Novaon Digital to produce a series of short videos on social media to spread the message naturally, helping the brand appear more accessible and vivid in the minds of customers.
  • Optimization: Operated a multi-platform advertising system (Google, Facebook) targeting strategic keywords such as “savings” and “interest rates,” ensuring the message reached the right audience and optimized conversion rates.

Results:

  • Achieved 68% of the planned KPI.
  • CTR (Click-Through Rate) exceeded the industry average for keywords: “savings gifts”, “high bank interest rates”, etc.

2. BAC A BANK – “Rực rỡ hè sang – Rộn ràng quà tặng”: Momentum from a multi-point access strategy

During the summer capital mobilization peak, when banks were racing with incentives, BAC A BANK faced the problem of how to prevent promotional messages from blending in and how to support sales effectively. The central goal was to increase program awareness, reach deep into potential customer segments, and drive sales through digital touchpoints.

BAC A BANK’s “Rực rỡ hè sang – Rộn ràng quà tặng” Campaign

 Source: Novaon Digital

To optimize the customer journey, Novaon Digital implemented a Multi-channel approach combining Branding and Performance.

  • Regarding Performance: The Google Search system focused on high-intent keywords such as “savings,” combined with Remarketing tags to continuously follow and remind users who had previously visited the website.
  • Regarding Branding: Banner ads (GDN) were widely deployed across reputable e-newspapers (Saostar, 24h, VTC, etc.) under Finance and Family topics to create maximum coverage. Simultaneously, Facebook Ads with Page Post and Video View formats were optimized to attract engagement and drive users to the Landing Page.

This approach helped the brand not only appear exactly when customers had a need but also built trust through a prestigious presence on major platforms. The campaign effectively converted user interest into quality traffic, providing powerful support for advisory activities at branches.

Results:

  • Achieved millions of impressions via GDN channels on major news sites.
  • Attracted over 200,000 clicks to the website from Facebook.
  • Dominated display positions for core keywords: “Savings,” “bank savings.”

IV. Conclusion

In the summer of 2026, as the interest rate race gradually saturates, Brand Experience (BX) is the key for banks to empathize with the Gen Z paradox: a record-high desire to travel despite significant financial pressure. In a context of fierce media competition, brands need to change their marketing mindset:

  • Understanding the “Smart Spending” psychology: Banks should not just be a place to hold money but must become AI assistants (trusted by 81% of Gen Z) that help optimize value for every cent spent.
  • Shifting to a holistic experience: Instead of promoting features, it is necessary to create a seamless journey from being a “financial advisor” on the App and being present in every digital moment (Micro-moments) to offering “invisible” payment privileges at the destination.

To thoroughly solve this problem, Novaon Digital provides specialized BX solutions for the financial industry based on the SCT (Strategy-Creative-Technology) system. We accompany banks in accurately empathizing with user intent (Intent-driven), transforming the impersonal convenience of technology into a solid brand bond throughout the financial life cycle.

5 xu hướng truyền thông ngành Tài chính – Ngân hàng ứng dụng hiệu quả nửa đầu năm 2026

Automotive Marketing Strategy:  Elevating Vehicle  Value  via  Safety and Reliability  Positioning

Written by admin on . Posted in Creative, Our Thinking, Strategy.

Part 1: Market Context and Positioning Shifts. When Safety is the Source of All Desires

Amidst the explosion of technology, modern users are experiencing a state of information overload. According to statistics from Red Crow Marketing, an average person today may be exposed to between 4,000 and 10,000 advertisements daily. This massive volume of data forces them to create a mental filter to easily bypass superficial media campaigns and protect their limited attention.

For high end family customers, this filter is even more stringent. Their ultimate desire when purchasing a vehicle is absolute peace of mind to protect their families. According to behavioral psychology research from The Decision Lab and automotive industry surveys by MINI and Cox Automotive, there is a significant gap between technical data and customer perception. Focusing too heavily on dry specifications not only worsens information overload but also makes it harder for brands to reach the emotions of the user. This discrepancy creates a Cognitive Gap where customers crave safety but find it difficult to visualize or verify through one way advertising. The biggest challenge is how to penetrate that filter to transform mechanical commitments into authentic trust.

Safety is the leading factor for Vietnamese consumers when purchasing a car 

Source: Coc Coc Ad Platform

In a context where customers demand evidence over promises, Brand Experience has emerged as a breakthrough strategy to address this urgent need. Instead of merely talking about safety, Brand Experience acts as a translator by creating interactive spaces where customers can directly feel and understand the product. When a brand proactively creates these empirical touchpoints where experts explain the chassis system or core safety features through relatable stories, the barrier of technical intimidation is immediately removed.

The combination of original mechanical quality and deep interactive experiences not only allows the brand to prove its capabilities but also builds a powerful emotional bond. As a result, the car is no longer just a machine but becomes a reliable companion for the family.

In the following section, Ms. Nguyen Bao Phuong, Marketing Director at Subaru Vietnam, will share how this marketing mindset is applied to create a core competitive advantage for the brand in the market.

Question 1: From the perspective of a brand that places safety at its core like Subaru, how do you believe the combination of product positioning and Brand Experience should be approached to attract your specific customer base?

Answer: In my opinion, the first and most important principle of this combination is that core product quality must be the absolute foundation for an excellent Brand Experience strategy. We cannot deliver a sense of peace of mind if the vehicle is not truly safe and robust from within.

Once a standard mechanical and technological foundation is established, Brand Experience steps in as the most persuasive practical evidence to validate the brand’s safety positioning. Customers may be reluctant to read dry technical specifications, but they are always convinced by what they experience personally. Instead of forcing them to understand the rigidity of steel or complex algorithms, we design practical experience spaces where they can see, hear, and directly feel the protective performance of the vehicle.

Quality is considered the key factor shaping Brand Experience strategy

Source: Novaon Digital

Using real life experience as a translator for technical specifications has successfully eliminated the barrier of dry data. Consequently, the positioning of life safety is no longer just a line in an advertisement but is truly transformed into solid trust. This realizes the philosophy of One life, one Subaru, a companion that fully protects every family journey.

Question 2: How can you communicate messages about product features and core values without making customers feel confused or bored?

Answer: The secret lies in translating technical language into the language of daily life. Customers, especially family breadwinners, do not need and do not want to become automotive engineers to make a buying decision.

Therefore, when communicating our core mechanical foundations—such as the enduring performance of a premium Japanese import or a sophisticated chassis designed similarly to luxury sports cars like Porsche—we strictly avoid overloading them with specifications. Instead, we place these foundations into real world scenarios. How will that chassis become a protective shield for the user in the split second of a collision?

To make this most accessible, no method is more effective than Brand Experience. When experts visually decode these features, complex mechanical functions automatically become relatable and easy to understand. Customers will clearly see the true value they are investing in. Those empathetic experiences create an invaluable asset of trust, ensuring the car is not just a machine but a choice made with pride for the family’s complete safety.

Part 2: Brand Experience as a Strategic Touchpoint for Positioning Safety and Durability in the Automotive Industry

Brand Experience in the automotive industry must be approached as an intentional strategic system rather than a series of fragmented activation activities. The focus is not on increasing the number of touchpoints but on designing touchpoints capable of converting core values like safety and durability into verifiable experiences, thereby directly impacting customer perception and trust.

However, in practical implementation, we sometimes fail to leverage the strategic role of Brand Experience, leading to three common bottlenecks. First is the bias toward form, where experiences are implemented as a communication layer to attract attention but lack the depth to reflect core values. Second is the lack of strategic alignment, where experiential activities are disjointed and not designed as a continuous journey, causing the message to be fragmented and less effective. Third is the failure to convert product value, where safety and durability features are still only spoken about rather than becoming something customers can truly feel and verify.

This raises a strategic question: How can Brand Experience truly become a mechanism for proving value, where every touchpoint not only communicates but also helps customers directly feel and believe in the brand’s positioning? More importantly, how can we break these execution bottlenecks to create an experience system deep and consistent enough to generate long term differentiation?

Question 3: To break these three execution bottlenecks, what do you believe is the overall Brand Experience strategy that helps a brand create substantive touchpoints and achieve a breakthrough?

Answer: An effective Brand Experience strategy must be built around a core principle: every touchpoint must prove the positioning, not just communicate it. To break the three execution bottlenecks, we need a synchronized system of solutions.

First, we must shift from superficial forms to empirical experiences. To overcome the bottleneck of shallowness, brands must move away from stereotypical formats such as static car displays. Instead, we need to design spaces and situations where customers can directly verify the sturdiness of the chassis and the responsiveness of safety features. The mechanical value must be realized by the customers themselves rather than existing only in flashy advertisements.

Core principles for building an effective Brand Experience strategy in the Automotive industry

Source: Novaon Digital

Second, creating a Seamless Journey. To resolve the bottleneck of fragmentation, Brand Experience must be designed as a continuous flow. The emotions and knowledge customers acquire in the digital space (Online) must be fully and consistently continued through in-depth consultation when they step into the showroom (Offline). Every touchpoint must resonate to reinforce a single message, avoiding any fragmentation of customer trust.

Third, transforming specifications into practical privileges. To clear the final bottleneck, do not ask customers to imagine durability or safety in the abstract. Instead, translate them into immediate, tangible benefits they can feel right away. Nowadays, every car is equipped with safety features, but what sets Subaru apart is the integrity, reliability, and responsive performance of those features in emergency situations. This is the value of true durability and, above all, the privilege of complete life protection for the entire family throughout years of companionship.

When these three solutions are synchronized, Brand Experience becomes the most powerful tool to transform core commitments into practical experiences, deeply embedding them in perception and creating long-term differentiation for the brand.

[Editorial Perspective – Empirical Case Study from Subaru]

In the journey of creating Brand Experience, Subaru does not follow a broad, scattered communication path but focuses on touchpoints that convey product capability. Partnering with Subaru in this strategy, Novaon Digital plays a supporting role in translating technical language and creating a seamless Online-to-Offline (O2O) experience flow:

  • At digital touchpoints: Novaon Digital and Subaru implement in-depth Livestream sessions. Instead of one-way advertising, experts directly “decode” the product through empirical evidence, turning complex mechanical terms like the Boxer Engine or S-AWD (Symmetrical All-Wheel Drive) into everyday language that is easy to understand and trustworthy for users.
  • At physical touchpoints: To perfectly complement the digital experience, the SATD (Subaru Advanced Technology Drive) specialized terrain test-drive series is organized with close coordination. Here, customers do not just observe; they directly take the wheel through simulated difficult terrains. This allows them to personally realize the life-saving value of the chassis and safety technologies that Subaru and Novaon Digital previously communicated on digital platforms.

A technology decoding Livestream session conducted by Subaru in collaboration with Novaon Digital

Source: Novaon Digital

The close synergy between Subaru’s product mindset and Novaon Digital’s creative execution has ensured that safety and durability positioning are no longer just dry figures, but have become a solid foundation of trust deeply embedded in the minds of Vietnamese consumers.

Question 4: From your practical management experience, what blind spots or execution risks do you advise your team to avoid to prevent breaking the Brand Experience flow?

Answer: From a management perspective, I see three common execution blind spots when implementing Brand Experience with technical positioning.

First is the imposition of dry language. If a brand does not understand consumer insights to translate mechanical specifications for each target audience, cramming in technical terms will feel forced and immediately lose the emotional connection.

Second is the experience fracture between Online and Offline. The sense of peace of mind sparked in the digital space, such as through a Livestream, will completely collapse if the physical experience at the showroom—from consultation to test drives—does not maintain a corresponding level of expertise and consistency.

Third is proving values at the wrong time. Showcasing safety features or pushing technical specs at the wrong stage of the buyer journey makes the message annoying rather than useful.

Therefore, instead of chasing superficial creativity, we always approach Brand Experience as a journey management challenge. Every touchpoint must be designed with intent to serve a single goal: being a guarantee for the commitment to life safety.

Part 3: The Future of Automotive Communication. AI as a Lever for Core Product Positioning

Moving into 2026, communication in the automotive industry faces not only competitive pressure but also a phase of “trust filtration.” Customers are becoming increasingly demanding, especially regarding brands positioned around safety and human protection, where every commitment requires near-absolute authenticity.

In this context, Artificial Intelligence (AI) has emerged as a strategic lever helping brands deeply understand consumer behavior, with a predicted 30% growth in performance by 2030. Specifically, AI has helped brands increase leads by 20% to 25% through personalized services and advertising. Furthermore, up to 85% of automotive brands will continue to maintain and increase their investment in AI technology over the next three years. This figure indicates not just growth, but the powerful potential of AI within the automotive industry.

However, this power brings the risk of “message virtualization.” As AI can generate simulations of driving situations or safety performance with near-perfect realism, the line between real experience and rendered products becomes blurred. Therefore, the challenge is not whether to use AI, but how brands balance technology with authenticity. This ensures that every safety commitment is not only visually persuasive but also trusted and upheld through real experience and verification.

Question 5: Given the current wave of technology, how do you believe AI application should be approached to keep brand positioning relatable to customers?

Answer: In my view, the philosophy of applying AI must be encapsulated in one core principle: AI is an assistant for distributing the truth, absolutely not a creator of truth. To balance technological power and authenticity, at Subaru, we choose to approach this in two directions:

The role of AI in Automotive communications

Source: Novaon Digital

First, using AI to optimize touchpoints through a data-driven approach. The true power of AI lies in its ability to analyze big data. We use AI to decode insights, allowing us to personalize and distribute the right safety stories to the families who need them at the most opportune moments. This is an incredible lever to increase reach and efficiency without losing authenticity.

Second, using physical experience as an anchor of trust. For products with a mission to protect lives, the greatest risk is the virtualization of the message. If AI is overused to simulate flawless safety footage while the actual mechanical foundation falls short, customer trust will suffer a severe fracture. Therefore, AI should only serve as a guide. The ultimate touchpoints must remain empirical experiences where customers take the wheel themselves and feel the sturdiness of the chassis or the responsiveness of the original safety technology.

In short, technology helps us connect with customers faster and smarter, but the honesty of the mechanical system is what truly makes them stay.

Question 6: To conclude, could you share three lessons for Automotive CMOs on creating a Brand Experience that helps a brand maintain its identity in the AI era?

Answer: To stand firm in a market saturated with information and constant technological fluctuations, I believe marketers need to adhere to these three ultimate principles:

First, positioning must originate from an excellent mechanical core. Communicating safety or durability only carries weight when built upon an empirical product foundation. Do not promise peace of mind if the vehicle does not meet the most stringent standards for chassis rigidity and user protection. Real value is always the most powerful marketing material.

The secret to making technology a companion for Automotive brands

Source: Novaon Digital

Second, design experiences to prove, not just to tell. Today’s customers place their trust in what they can verify themselves, not in what a brand proclaims. Be consistent in investing in deep interactive touchpoints where technical language is visually decoded, allowing customers to realize the value for themselves instead of being force-fed one-way specifications.

Third, apply technology with empathy and discipline. AI and data are created to amplify the truth, not to mask product flaws. Use technology as an insightful assistant to personalize the customer journey, bringing safety messages to the exact families who desire them.

Ultimately, the highest form of technology is the one that connects human emotions and realizes the mission of becoming a steadfast companion on every journey.

Thank you for sharing these insights!

Chiến lược Marketing ngành Automotive: Nâng cao giá trị dòng xe thông qua định vị an toàn, bền bỉ

Electric Vehicle Marketing Trends: Navigating the 2026 Landscape

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

I. The 2026 EV Market Context

EVs are becoming the global standard for automotive development, driven by urbanization and Net Zero goals. According to the International Energy Agency, industry scales exceeded 17 million vehicles in 2024 (approximately 25% increase). Moreover, they are projected to surpass 20 million by 2026. Significantly, China leads with over 11 million units sold, while emerging markets like Vietnam are growing rapidly thanks to supportive policies and the participation of domestic brands.

However, as battery technology plateaus, the competitive advantage is shifting from hardware to ecosystems and user experience. This market is currently led by three groups: Tech-first brands, Chinese manufacturers optimizing prices and supply chains, Legacy OEMs transitioning to electrification.

Key segments of the EV market

(Source: Novaon Digital)

From a consumer perspective, buying an EV is increasingly a long-term investment. According to McKinsey and Deloitte, 56% of users consider EVs for low operating costs while 46% prioritize environmental factors. Yet, barriers such as range anxiety (43%), charging infrastructures (29%) and initial pricing (35%) persist. This conflict drives Marketing initiatives to simultaneously solve practical concerns while establishing long-term trust through holistic experience.

II. Key EV Marketing Trends in 2026

In such an increasingly fierce landscape, the advantage belongs to brands that can design a seamless experience journey, personalize interactions and optimize long-term value. Thus, following are five core trends shaping the 2026 EV industry.

Trend 1: Tech-led Storytelling – Defining Electric Vehicles as Digital Entities

EVs are redefined as digital entities where software and connectivity are core. At this stage, Marketing no longer limits to technical specifications but shifts towards helping users experience technology in the digital space. Brands should accordingly utilize CGI and AR/VR to visualize invisible technology like AI or advanced driving ecosystems, thus shortening the awareness-to-trust path. Notably, Test Driving is also expanding into Test Experience, allowing multi-dimensional interaction before purchase.

Tech-led Storytelling: Defining Electric Vehicles as Digital Entities

(Source: Novaon Digital)

Trend 2: Ecosystem-as-a-Guarantee – Shifting Trust from Product to Infrastructure

While adoption increases, charging infrastructures remain a major barrier. Consequently, brands are moving from product communication to ecosystem communication as a guarantee of usability. Charging networks, real-time management apps and O2O (Online-to-Offline) connectivity have become vital touchpoints. When convenience is proven throughout the journey, the ecosystem will evolve from a supportive tool into a core competitive advantage that eliminates psychological barriers among consumers.

Trend 3: Full-lifecycle Marketing – Optimizing Touchpoints Across Seamless Experience Journeys

EV marketing no longer focuses solely on the point of sale but spans the entire customer lifecycle. Every touchpoint, from awareness and consideration to purchase and after-sales must be seamlessly designed. By leveraging MarTech and CRM systems, brands can personalize interactions at each stage, thus transforming Marketing from a short-term cost into a long-term growth engine.

Full-lifecycle Marketing – Optimizing Touchpoints Across Seamless Experience Journeys

(Source: Novaon Digital)

Trend 4: Eco-Status Symbol – Turning EVs into a Statement of Personal Identity

As green living becomes a baseline, an EV is not just a vehicle but a lifestyle symbol. Consumers choose EVs to reflect their aesthetic taste, modern mindset and personal values. Communication is shifting from functional features to community building. Therefore, brands should collaborate with influencers and technological experts to create a sense of belonging, turning EVs into the hallmark of a pioneering community.

Trend 5: Strategic Efficiency Pivot – Repositioning Real Value Amid Global Competition

Under price pressures, brands are moving away from price wars to focus on long-term ownership value. Messaging now revolves around operating costs, resale value and after-sale service. Marketing is becoming more performance-driven, optimizing budgets based on data and targeting high-intent customer segments. By doing so, efficiency and measurability will become sustainable competitive advantages for EV brands.

III. Successful Case Studies

Case 1: Omoda & Jaecoo Vietnam – Reinforcing Brand and xEV Product Trust with Brandformance 

To break barriers from well-established competitors in Vietnam, Omoda & Jaecoo partnered with Novaon Digital to deploy a Brandformance strategy via multi-platform Livestreams. The highlight was building the personal brands of brand leaders as representative voices to interact and answer technical engine queries directly. Significantly, this “real people, real results” approach combined with Performance Marketing garnered 15 million views and a 42% high-quality lead conversion rate, solidifying trust from the very first touchpoints. 

Omoda & Jaecoo Vietnam – Reinforcing Brand and xEV Product Trust with Brandformance Strategy

(Source: Novaon Digital)

Case 2: BYD – Integrated EV Ecosystem Solutions

BYD solidifies their position through the “Ecosystem-as-a-Guarantee” model, positioning themself as an infrastructure creator rather than just an automaker. By mastering supply chains and manufacturing their own batteries, BYD’s communication focuses on end-to-end EV solutions. By 2025, the brand reached 2.25 million vehicles, surpassing Tesla in global sales and becoming a symbol of reliability in emerging markets.

BYD – Integrated EV Ecosystem Solutions

(Source: Novaon Digital) 

Case 3: Polestar – Identity-driven Brand Positioning 

Polestar made a strategic pivot by turning sustainability into an “Eco-Status Symbol.” As the first automaker to disclose detailed lifetime carbon emissions for its products, Polestar used transparency as a core value to build trust. Combined with a minimalist, high-end urban design language, the brand successfully created a loyal community that views the car as a statement of ethics and progressive aesthetics.

Polestar – Identity-driven Brand Positioning

(Source: Novaon Digital) 

Case 4: VinFast – Bridging Tech-Pioneering with Personal Identity Positioning

The VinFast VF3 is a testament to Tech-led Storytelling, launching entirely through striking digital designs instead of physical vehicles. By combining Influencer Marketing and interactive livestreams, VinFast created a massive hype that hit Gen Z desire for personal identity. Significantly, the campaign recorded 27,700 orders in just 3 days and won Gold at the 2025 APAC Effie Awards, marking revolutionary transition in branding and market positioning.

VinFast – Bridging Tech-Pioneering with Personal Identity Positioning 

(Source: Novaon Digital)

IV. Expert Insights: Challenges and the Future

By 2030, experts project EVs will account for approximately 25% of global auto sales, offering growth opportunities alongside pressure on cost and technology. Moreover, brand differentiation will become more challenging as products reach parity. The future of the EV industry will be shaped by three factors: the central role of software in the experience, the need for educational communication to reduce psychological barriers and the development of a comprehensive mobility ecosystem.

In this context, Marketing is no longer a sales support activity but a process of designing experience throughout the customer lifecycle. To maintain a competitive edge, businesses must simultaneously adapt to technology and understand consumer behavior to create long-term value in the digital era.

Explore the full report here

2026 Consumer Trends: Smart Spending in Fast-Moving Consumer Goods (FMCG)

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

In a context where spending is increasingly controlled, understanding how consumers evaluate and make purchase decisions has become critical for FMCG brands. Following this direction, the first section focuses on the macro context and foundational shifts shaping consumer behavior in the FMCG sector.

1. FMCG Landscape 2026: Macro Uncertainty and Tightened Spending

Entering 2026, FMCG spending behavior is becoming more cautious and calculated under the influence of macroeconomic factors. Below are three key shifts reshaping how consumers allocate budgets and make purchasing decisions.

Geopolitical uncertainty becomes a constant state

According to FMCG Gurus, 32% of consumers are concerned about global conflicts, while 29% express concern about domestic political conditions. These figures indicate that macro factors are no longer distant contexts, but are directly influencing everyday consumer psychology.

Amid unpredictable conditions, consumers tend to maintain a cautious mindset and prioritize safety in financial decisions. As a result, purchasing behavior becomes more restrained, especially for non-essential spending.

The gap between saving intentions and actual spending is widening

Data from Deloitte ConsumerSignals as of March 2026 shows a notable divergence: while savings and investment increased by 12%, total spending declined by 8%. This clearly indicates that consumers are actively restructuring how they allocate their finances.

The rise in savings alongside declining spending is becoming increasingly evident.

(Source: Deloitte ConsumerSignals)

Consumers are not stopping spending, but they are exercising tighter control over how they spend. Purchasing decisions are no longer based solely on affordability, but are tied to maintaining financial safety in a volatile environment.

FMCG becomes a category under strong optimization pressure

According to Deloitte ConsumerSignals as of March 2026, spending on food and essential goods accounts for a significantly lower proportion compared to fixed expenses such as housing or education. This indicates that FMCG, despite being a frequent necessity, is among the most adjustable categories in the short term.

FMCG spending is under strong optimization pressure within the consumer basket.

(Source: Deloitte ConsumerSignals)

As budgets are reallocated, consumers tend to tighten smaller but frequent expenses. FMCG therefore becomes a flexible zone where behaviors such as brand switching, reduced purchase frequency, or value optimization occur more prominently than in other spending categories.

Macro pressure, rising saving behavior, and FMCG’s flexibility as an adjustable category are leading consumers to control daily spending more tightly. Spending is no longer about cutting or maintaining, but is shifting toward actively optimizing each purchase decision.

2. Smart Spending and Key Trends in FMCG Purchasing Behavior

As spending becomes more controlled, FMCG purchasing behavior is shifting toward a more proactive and calculated approach. Smart Spending is no longer a situational response, but is becoming a dominant mindset in everyday decision-making.

Smart Spending is not simply about cutting costs, but about maintaining consumption while actively optimizing value in each purchase. Price is no longer the sole factor, but is evaluated in relation to the actual benefits received. This requires consumers to carefully weigh cost against value, while pushing brands to demonstrate value more clearly and convincingly. This mindset is reflected in four key trends shaping FMCG behavior today.

Spending is no longer centered on price, but on real value in each purchase decision

(Source: Novaon Digital)

Trend 1: Comfort Zone (Seeking reassurance in everyday choices)

In an environment filled with pressure and uncertainty, consumers tend to prioritize choices that feel safe and predictable. Purchasing decisions are influenced not only by functional needs but also by perceived risk, leading them toward products with clear information, familiar benefits, and easily evaluated value.

This creates a challenge for FMCG brands, where attraction no longer lies in novelty but in reducing perceived risk in decision-making. Brands that fail to clearly communicate value from the first touchpoint are easily eliminated, even if the product meets actual needs.

To address this, brands need to standardize how value is defined and communicated across the entire journey. Brand Strategy should clarify usage context, benefits, and differentiation. Communication Strategy must ensure consistency, clarity, and accessibility across all touchpoints to shorten the consideration process and increase the likelihood of selection.

Trend 2: Rewired Wellness (Prioritizing clear and credible health benefits)

Consumers are not only concerned about health, but are actively researching and evaluating information before making purchase decisions. As skepticism increases, they prioritize products with clear benefits, transparent information, and easy-to-understand communication rather than relying on vague claims.

This creates a challenge for FMCG brands, as health benefits can no longer be communicated emotionally but must be clearly demonstrated at every touchpoint. Brands that fail to explain product mechanisms and effectiveness will struggle to build trust and drive purchase decisions.

Trend 3: Fiercely Unfiltered (Expressing identity through personalized consumption choices)

As options become more diverse, consumers are less attracted to mass-market products that lack personal relevance. Purchasing becomes a way to express lifestyle and identity, leading them to favor choices that reflect their values and individuality.

This creates a challenge for FMCG brands, as mass communication is no longer sufficient to build connection. Brands relying on a single message for the entire market will struggle to remain relevant, resulting in lower engagement and reduced likelihood of selection.

To address this, brands need a more flexible approach to content development and execution. IMC campaigns should be designed with layered messaging tailored to different consumer segments and lifestyles. Influencer Marketing solutions help connect messages with representative voices, increasing resonance and creating a sense of personalization.

Trend 4: Next Asian Wave (Toward fast and seamless omnichannel shopping experiences)

The growth of mobile and social platforms is shaping new expectations around speed and seamlessness in the shopping experience. As information discovery, interaction, and purchase can occur within a single journey, consumers increasingly prefer fast, convenient, and uninterrupted experiences.

This creates a challenge for FMCG brands, as the shopping journey is no longer linear but requires seamless integration across touchpoints. Brands that fail to optimize the end-to-end experience risk disrupting decision-making and missing conversion opportunities.

To address this, brands need to redesign the shopping journey to be simple and connected across platforms. Marketing Automation solutions enable data synchronization and personalized interaction based on user behavior. Combined with Conversational Marketing and Lead Management solutions, brands can shorten the conversion process and capture demand at the moment it arises.

These four trends show that Smart Spending is reshaping how consumers evaluate and make purchasing decisions in FMCG, from seeking reassurance and real value to expecting experiences aligned with personal needs. In this context, adaptation requires not just isolated actions but a holistic strategic and executional approach to maintain competitiveness.

3. Expert Perspective: How Should FMCG Brands Adapt to the Smart Spending Shift?

As spending becomes increasingly controlled, the FMCG market faces a dual pressure: demand remains, but spending behavior becomes more cautious and selective. Growth no longer comes from expanding consumption, but depends on the ability to clearly demonstrate value and create relevance in each purchase decision, opening opportunities for brands that adapt quickly and build more effective experiences.

In this context, consumers no longer make decisions based on habit or impulse, but adopt a more deliberate, value-driven approach. They seek reassurance, demand transparency, and are willing to switch brands if they find options that better align with their needs and lifestyles. Purchasing behavior becomes more flexible, but also more demanding in evaluating products and experiences.

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

(Source: Novaon Digital)

From these shifts, the competitive focus of the FMCG industry is moving toward the ability to build an integrated experience, where strategy, creative thinking, and technology are deployed cohesively across the entire consumer journey. The consistent integration of Strategy, Creative, and Technology not only helps brands clarify value, but also optimizes engagement and conversion, creating a foundation for sustainable growth in the coming period.

ONNOVATION Publication: An Essential Handbook for the Next Generation of Marketers

Written by admin on . Posted in Creative, Our Thinking, Strategy, Technology.

Marketing Industry in 2025: Restructuring around Real Experience

Chapter I of OnNovation presents a realistic view of the marketing landscape in 2025, helping businesses better understand changing consumer behaviors, rising performance expectations and the growing demand for more connected brand experience.

This section is built upon analysis from globally recognized sources such as McKinsey, Deloitte and Dentsu, thus offering an objective look at the market today. One of the most notable findings is that while 93% of businesses have adopted AI, 79% of customers still face a friction gap in their brand experience. This gap is especially visible in industries with more complex customer journeys namely Automotive and Finance – Banking, where customer data is often fragmented across online and offline touchpoints.

Surveys about Brand Experience among customers 

Source: Novaon Digital

Thus, to maintain long-term brand health, OnNovation suggests that businesses move beyond using AI as a simple support tool and begin integrating it into operational systems to leverage efficiency and performance. At the same time, the publication highlights the importance of balancing long-term branding with short-term performance via the recommended 60:40 ratio, facilitating businesses to strengthen customer trust in the digital era.

Expert Voice: Expert Perspectives on Key Industries

Beyond providing a broad market overview, OnNovation also takes a deeper look into specific industries through the Expert Voice section in Part II. This section brings together practical experiences and in-depth perspectives from industry leaders who are directly involved in building and leading marketing campaigns. Their insights offer a more grounded understanding of how brands can balance technology with human connection.

The first contribution comes from Mr. Nguyen Dang Quang (Deputy CEO of Omoda & Jaecoo Vietnam) with the topic “When CEOs grow alongside the brand in the Brand-building journey”. In this section, he discusses the role of leadership in reinforcing an organization’s core values and transparency, thereby building sustainable trust with the public.

The second perspective comes from Ms. Nguyen Bao Phuong (Marketing Director of Subaru Vietnam) with the topic “Short Video Marketing – The strategic key for automotive communications in the digital era”. She highlights how short-form videos and livestreams can be used to simulate real experience, such as POV Test Drive, helping customers access information more intuitively while supporting the consumer purchase journey.

In addition to perspectives from the Automotive industry, the publication also explores insights from the Finance – Banking sector. This section features Ms. Dao Thi Thom (Deputy Director of Communications and Marketing at MSB) with the topic “Building Vibrant Brand Experiences in Financial Services.” The focus is on how MSB connects online-to-offline (O2O) touchpoints to transform traditionally dry financial products into a meaningful part of the digital generation’s lifestyle.

This is followed by insights from Mr. Choi Yun Sun (CFO of KB Securities Vietnam) with the topic “Communication Strategy: Sustainable investment and responsible financial ecosystem”. From a financial management perspective, he emphasizes that providing investors with financial knowledge is a strategic investment in building a transparent and sustainable financial ecosystem.

Expert Voice from Key Industry Experts

Source: Novaon Digital

Best Practices: From Strategic Solutions to Practical Applications

Building on the macro-level insights and expert perspectives shared in the earlier sections, Part III of ONnovation focuses on practical solutions that businesses can apply to support their growth objectives in 2026.

At the center of this section is Brandformance – an approach that combines brand building with performance optimization. OnNovation argues that as operating costs continue to rise, marketing campaigns need to do more than simply communicate brand identity. They should also deliver measurable business impacts, drive conversion and contribute to revenue growth.

This dual approach is demonstrated through practical case studies. In the Finance – Banking sector, MSB serves as a strong example of how a bank can transform brand communications into a multi-touchpoint experience. With the launch of the MSB Mastercard mDigi card alongside the “Bật chất Gen Digi” music festival, MSB did more than promote a financial product yet  it positioned the product within a context that reflects the mindset, lifestyle and aspirations of younger customers. By integrating technologies such as QR codes and AR, MSB positioned the mDigi card as a symbol of a dynamic lifestyle.

“Bật chất Gen Digi” music festival of MSB

Source: Novaon Digital

In addition, OnNovation explores perspectives from case studies in the Automotive industry. Specifically, the Automotive sector can leverage data and personalization to better engage customers. By using data to understand the unique needs of each customer segment, brands can deliver more relevant messaging and guide customers naturally toward showroom visits and test drives.

Another important focus in the Finance – Banking industry is the strategy of building internal strength through Employee Advocacy. In this approach, businesses can leverage their employees to amplify brand values, thus creating authentic trust and long-term customer connections through their internal brand ambassadors.

Brand Experience Trends in 2026: The Core Capability Pillars of Strategy – Creative – Technology

Based on current analyses and practical lessons, OnNovation believes that brand experience in 2026 will be shaped by three core capability pillars: Strategy, Creative, and Technology. Proactively developing these capabilities will help businesses adapt more effectively to market changes.

More specifically, businesses can combine these three pillars to optimize performance and strengthen brand development in the digital era. From a Strategy perspective, organizations can move towards hyper-personalization based on contextual and real-time consumer behaviors. Creative, meanwhile, should be driven by data to create emotional touchpoints and long-term engagement. Finally, Technology should not simply be about owning tools but rather about applying them in ways that improve customer understanding and optimize user experience.

Brand Experience trends with core capability pillars Strategy – Creative – Technology

Source: Novaon Digital

The publication also references insights from The Global Creative Trends report compiled by Mr. Do Thien (Creative Director of Novaon Digital). This report highlights the rise of multisensory experiences and the convergence of physical and virtual environments through AR and VR. In particular, the Human-in-the-loop model is emphasized through an 80:20 ratio: While AI handles repetitive tasks and data analysis, humans remain essential in shaping brand identity and making strategic decision-making.

Conclusion

Developed by Novaon Digital, OnNovation is created to share insights and observations on the shifts that are shaping the future of brand experience. From the growing importance of Strategy, Creative and Technology to the rise of hyper-personalization, Brandformance and AI-powered operations, the publication brings together the trends and ideas that businesses need to understand in order to stay ahead.  

As the Marketing landscape continues to evolve, businesses are facing new challenges around effectiveness, engagement and customer engagement. Novaon Digital hopes that the insights, data and expert perspectives featured in OnNovation will serve as valuable references, helping businesses better prepare for the future and optimize their brand experience strategies. Explore the latest brand experience trends with OnNovation today!

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247 EXPRESS

Written by admin on . Posted in Logistic, Our Work.

Campaign

Small Moments, Big Dedication – Summer Campaign

Brand

247 Express

Background & Objectives

247Express, a leading express delivery service, launched the “Small Moments, Big Dedication” summer campaign to overcome the challenges of the off-peak season and strengthen the brand’s reputation for dedication.

  • Business: Maintain sales and expand business customer base during a challenging period.
  • Marketing: Enhance brand awareness of 247Express and reinforce its position as a trusted partner.
  • Communication: Disseminate the message “Delivering small moments, with great dedication” through a photo album and multi-channel communication activities, increasing customer engagement.

Novaon Digital’s Implementations

  • Photo album “Small Moments, Big Dedication”: Focusing on small details such as sweaty shirts, handkerchiefs, and drivers’ steering wheels to showcase great dedication.
  • Social Posts: Highlighting the contrast with summer weather: Despite the heat and traffic jams, deliveries are still on time. Exploring the challenges faced by the team and how 247Express always remains dedicated to the shipments.
  • Community seeding/PR Article

Brand Experience
Solution Agency

Novaon Digital harnesses the power of Strategy, Technology, and Creativity to drive brand growth. Drawing inspiration from crafting transformative experiences, we aim to enhance customer understanding and appreciation of your brand.

© 2026 NOVAON DIGITAL. All rights reserved.

Headquarter

Central Point Building, 219 Trung Kinh, Yen Hoa Ward, Hanoi City.

Ho Chi Minh Office

215 Nguyen Van Thu, Tan Dinh Ward, Ho Chi Minh City

Singapore Office

5001 Beach Road, Golden Mile Complex, #08-10, Singapore.

Novaon Group Member Units

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