13:I[842211,["/events/_next/static/chunks/2yj128ykxpbjp.js","/events/_next/static/chunks/05yif3jxrfw7w.js","/events/_next/static/chunks/2gh44vczfrn9k.js","/events/_next/static/chunks/0skkp6jx1w05t.js","/events/_next/static/chunks/31yukaesq81o7.js","/events/_next/static/chunks/0d83ldgdv0uvu.js","/events/_next/static/chunks/19s1hz06tn1j0.js","/events/_next/static/chunks/0avjaat4ffpsw.js"],"AgendaPage"] 14:T4b5,Consumers today often appear contradictory - cutting back while still paying more for what feels worthwhile, embracing AI while remaining cautious about how companies use it, want to be connected but will do digital detox/diet;they're willing to pay more for sustainable products but price is one of the key barrier in purchase decisions, et. al. Drawing from new research in the Philippines, this session will show how these seemingly conflicting behaviors can be understood as underlying consumer tensions, and how insights professionals can use them to identify deeper shifts, generate more meaningful foresight, and raise relevant questions for other markets across Asia-Pacific. Key Takeaways: 1. Learn a practical way to uncover the competing needs behind seemingly contradictory consumer attitudes and behaviors. 2. Understand a framework for assessing whether emerging behaviors reflect immediate reactions, sustained adaptations, or deeper shifts in consumer decision-making. 3. Learn examples of how consumer tensions can be translated into sharper strategic questions and business implications - and prompts for examining how the same tensions may be expressed differently across markets.15:T4d0,

Consumers today often appear contradictory - cutting back while still paying more for what feels worthwhile, embracing AI while remaining cautious about how companies use it, want to be connected but will do digital detox/diet;they're willing to pay more for sustainable products but price is one of the key barrier in purchase decisions, et. al. Drawing from new research in the Philippines, this session will show how these seemingly conflicting behaviors can be understood as underlying consumer tensions, and how insights professionals can use them to identify deeper shifts, generate more meaningful foresight, and raise relevant questions for other markets across Asia-Pacific.

Key Takeaways:

1. Learn a practical way to uncover the competing needs behind seemingly contradictory consumer attitudes and behaviors.

2. Understand a framework for assessing whether emerging behaviors reflect immediate reactions, sustained adaptations, or deeper shifts in consumer decision-making.

3. Learn examples of how consumer tensions can be translated into sharper strategic questions and business implications - and prompts for examining how the same tensions may be expressed differently across markets.

16:T743,Slice people up by category and you learn how they act in that category (premium in wine, budget in insurance) but nothing about how to be relevant to them more broadly: their tone of voice, their trust in brands, how they'll respond to messaging. It's a slice of a person, not a whole person. Demographics don't fix this either — two people can grow up in the same country, same decade, same postcode, and see the world entirely differently. The gap that's left is mindset: someone's underlying values and moral psychology, which is what predicts how to reach them. Using this approach across Australia and New Zealand, we've identified six distinct mindset segments, and in a parallel study of 600 marketers, found that marketers representation across these segments looks nothing like their customers', a blind spot that can quietly derail our instincts about what will land. Attendees will leave with a new lens for their next brief, that challenges how well we understand out customers: 1. A new question to bring into the brief: are we optimising for reach, or for relevance? Attendees will leave with a concrete first step: auditing their own customer base against the six mindset segments to see who they are, and who might be missing. 2. A check on your own blind spot. Marketers' mindsets don't reflect the population they're marketing to. Attendees will leave with a way to test whether their read on what customers want is real insight or projection. 3. A sharper way to pick which behavioural nudges will actually land. Values and moral psychology don't just describe an audience, they predict what moves them, giving attendees a more targeted starting point for behavioural interventions. Attendees can complete a short 4-question Mindset survey during the session to see which of the six segments they sit in themselves.17:T772,

Slice people up by category and you learn how they act in that category (premium in wine, budget in insurance) but nothing about how to be relevant to them more broadly: their tone of voice, their trust in brands, how they'll respond to messaging. It's a slice of a person, not a whole person.

Demographics don't fix this either — two people can grow up in the same country, same decade, same postcode, and see the world entirely differently.

The gap that's left is mindset: someone's underlying values and moral psychology, which is what predicts how to reach them.

Using this approach across Australia and New Zealand, we've identified six distinct mindset segments, and in a parallel study of 600 marketers, found that marketers representation across these segments looks nothing like their customers', a blind spot that can quietly derail our instincts about what will land.

Attendees will leave with a new lens for their next brief, that challenges how well we understand out customers:

1. A new question to bring into the brief: are we optimising for reach, or for relevance? Attendees will leave with a concrete first step: auditing their own customer base against the six mindset segments to see who they are, and who might be missing.

2. A check on your own blind spot. Marketers' mindsets don't reflect the population they're marketing to. Attendees will leave with a way to test whether their read on what customers want is real insight or projection.

3. A sharper way to pick which behavioural nudges will actually land. Values and moral psychology don't just describe an audience, they predict what moves them, giving attendees a more targeted starting point for behavioural interventions.

Attendees can complete a short 4-question Mindset survey during the session to see which of the six segments they sit in themselves.

18:T499,Marketing has spent two decades getting better at measuring itself, not at understanding people. The metrics it built to track success, from Share of Voice to keyword rankings, are losing their ability to predict growth. Drawing on real client work, including Molson Coors, where Share of Voice correlated with market share at just 0.13 against 0.85 for Share of Experience and a pain relief case study tracking the shift from SEO to GEO as LLMs reshape discovery, Fiona Blades (MESH Experience) and Craig Griffin (FUEL Asia) show what a measure of real, in-context brand experience reveals that traditional exposure metrics miss. Attendees will leave with: 1. Why Share of Voice no longer predicts market share and what does, illustrated through the Molson Coors case study (a 0.13 correlation with market share for Share of Voice, versus 0.85 for Share of Experience). 2. How GEO is replacing SEO as LLMs mediate discovery, and what that means for measuring reach and attention, illustrated through a pain relief category case study. 3. A practical way to measure brand experience as one continuous signal across marketing, UX and CX, instead of three disconnected silos.19:T4b4,

Marketing has spent two decades getting better at measuring itself, not at understanding people. The metrics it built to track success, from Share of Voice to keyword rankings, are losing their ability to predict growth. Drawing on real client work, including Molson Coors, where Share of Voice correlated with market share at just 0.13 against 0.85 for Share of Experience and a pain relief case study tracking the shift from SEO to GEO as LLMs reshape discovery, Fiona Blades (MESH Experience) and Craig Griffin (FUEL Asia) show what a measure of real, in-context brand experience reveals that traditional exposure metrics miss.

Attendees will leave with:

1. Why Share of Voice no longer predicts market share and what does, illustrated through the Molson Coors case study (a 0.13 correlation with market share for Share of Voice, versus 0.85 for Share of Experience).

2. How GEO is replacing SEO as LLMs mediate discovery, and what that means for measuring reach and attention, illustrated through a pain relief category case study.

3. A practical way to measure brand experience as one continuous signal across marketing, UX and CX, instead of three disconnected silos.

1a:T4ca,Why AI-generated analysis still requires interpretation, and why social intelligence may hold the missing piece. Artificial intelligence can now identify patterns, surface trends, cluster themes, and generate recommendations in seconds. Tasks that once defined analytical expertise are rapidly becoming automated. So what actually counts as insight now? This session argues that the future of insight lies not in generating more analysis, but in interpreting it. Drawing on the discipline of social intelligence, we'll explore why meaning, context, credibility, and judgement are becoming the defining capabilities of the modern insight professional, and how organisations can distinguish machine-generated analysis from decision-shaping insight. Key Takeaways: 1. A new way of thinking about AI-generated outputs: not as insight, but as a source of evidence that still requires interpretation 2. A practical framework for distinguishing observation, analysis, interpretation, and insight, helping teams understand where human judgement creates value 3. A fresh perspective on how the interpretive methods developed within social intelligence can strengthen AI-assisted research and improve strategic decision-making1b:T4ef,

Why AI-generated analysis still requires interpretation, and why social intelligence may hold the missing piece.

Artificial intelligence can now identify patterns, surface trends, cluster themes, and generate recommendations in seconds. Tasks that once defined analytical expertise are rapidly becoming automated. So what actually counts as insight now?

This session argues that the future of insight lies not in generating more analysis, but in interpreting it. Drawing on the discipline of social intelligence, we'll explore why meaning, context, credibility, and judgement are becoming the defining capabilities of the modern insight professional, and how organisations can distinguish machine-generated analysis from decision-shaping insight.

Key Takeaways:

1. A new way of thinking about AI-generated outputs: not as insight, but as a source of evidence that still requires interpretation

2. A practical framework for distinguishing observation, analysis, interpretation, and insight, helping teams understand where human judgement creates value

3. A fresh perspective on how the interpretive methods developed within social intelligence can strengthen AI-assisted research and improve strategic decision-making

1c:T45f,As generative AI becomes part of how people search, compare, and decide what to buy, the consumer journey in APAC is being reshaped in ways most brands are not yet measuring well. Drawing on findings from a qualitative study with shoppers, this session explores how people are actually using AI in purchase moments, where trust and influence are shifting, and what this means for brand visibility, choice architecture, and conversion across e-commerce, social commerce, and quick commerce. For marketers, market researchers, and brands, the talk offers an evidence-based view of an emerging behavior that is already changing how brands get discovered and chosen. Key Takeaways: 1. What qualitative research reveals about how shoppers are actually using generative AI to explore options, narrow choices, and make purchase decisions 2. How AI is changing the balance of influence between search, content, platforms, and brands in the path to purchase 3. What marketers and researchers should redesign in measurement, messaging, and shopper strategy as AI becomes an active layer in brand discovery and conversion.1d:T47a,

As generative AI becomes part of how people search, compare, and decide what to buy, the consumer journey in APAC is being reshaped in ways most brands are not yet measuring well. Drawing on findings from a qualitative study with shoppers, this session explores how people are actually using AI in purchase moments, where trust and influence are shifting, and what this means for brand visibility, choice architecture, and conversion across e-commerce, social commerce, and quick commerce. For marketers, market researchers, and brands, the talk offers an evidence-based view of an emerging behavior that is already changing how brands get discovered and chosen.

Key Takeaways:

1. What qualitative research reveals about how shoppers are actually using generative AI to explore options, narrow choices, and make purchase decisions

2. How AI is changing the balance of influence between search, content, platforms, and brands in the path to purchase

3. What marketers and researchers should redesign in measurement, messaging, and shopper strategy as AI becomes an active layer in brand discovery and conversion.

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In this session, Salience+ and Google team up to unpack how to transition from strategic planning to execution. We will share a practical framework for identifying your true category boundaries, prioritising Category Entry Points (CEPs), and turning complex data into an actionable \"\"Plan on a Page.\"\" We'll then demonstrate how to activate these strategic CEP pillars at scale with examples from the Google ecosystem and beyond, and look ahead at how AI recommendation engines are reshaping how brands are chosen in the moments that matter.

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