Articles

Digital Strategy to Improve Client Acquisition in Mobile Advertising Company: Case Study of Tyrads Pte Ltd

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This qualitative research study examines Tyrads, a mobile growth agency, and proposes a digital strategy to help the company gain a competitive advantage as a user acquisition solution. Through in-depth interviews with key stakeholders and analysis of Tyrads’ operations, the research provides insights and recommendations for Tyrads and other stakeholders in the mobile growth agency industry.

In today’s digital landscape, mobile devices have become indispensable, enabling individuals to engage in various economic and societal activities. However, the increasing reliance on mobile devices has created a greater demand for effective user acquisition solutions. Tyrads, under the leadership of Zino Rost Van Tonningen, aims to address this demand as a mobile growth agency. Nonetheless, Tyrads faces the challenge of attracting clients and differentiating itself from established ad agencies and emerging ad tech companies.

To overcome these challenges and gain a competitive edge, this research proposes a comprehensive digital strategy for Tyrads. The analysis yields key strategies recommended for implementation:

Firstly, Tyrads should leverage digitized solutions and an operational backbone to streamline processes and enhance efficiency. Tyrads can optimize its operations and effectively manage client campaigns by embracing technology and digital tools.

Secondly, forming strategic partnerships with non-gaming platforms is crucial for Tyrads’ expansion. These partnerships would grant access to diverse inventories and allow Tyrads to broaden its service offerings to finance, e-commerce, and travel clients.

Addressing regulatory challenges, such as sandbox regulations and diminishing cookie tracking, is essential. Tyrads needs to manage first-party data and diversify its marketing strategies to adapt to changing regulations and ensure compliance.

Furthermore, Tyrads should utilize its own-operated inventory, Tyr Rewards, and first-party data to develop targeted advertising products and solutions for non-gaming industries. This approach enables Tyrads to deliver personalized and effective campaigns to its clients.

To enhance brand presence and attract new clients, Tyrads should invest in marketing outreach, events, and sponsorships. Proactive engagement with potential clients and establishing a strong brand presence will expand Tyrads’ reach in untapped markets.

Additionally, continuous investment in AI and technology advancements is paramount. By staying at the forefront of technological innovation, Tyrads can maintain a competitive edge and adapt to evolving industry trends.

Based on the analysis, the research proposes these strategies to Tyrads as recommendations. The insights and recommendations provided are intended to guide Tyrads in optimizing its digital strategies and provide valuable input to other stakeholders in the mobile growth agency industry.

This research contributes to the knowledge base of mobile growth agencies by proposing actionable insights for Tyrads and other stakeholders seeking to gain a competitive advantage as user acquisition solutions. By tailoring the strategies to Tyrads’ specific context, the recommendations aim to assist the company in refining its digital approach, adapting to market dynamics, and thriving in the ever-evolving landscape of user acquisition solutions.

This research also sets the groundwork for future research, opening avenues to explore digital strategies in the mobile marketing industry.

Talent Readiness of PT KAI to Face the Era of Change

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PT KAI is the only rail-based transportation company in Indonesia managed by SOEs. The main services offered by PT KAI are transportation for passengers and products, while its non-core business is real estate, and its subsidiaries include six companies offering a wide range of services. PT KAI is currently undergoing changes that can be seen with the change in partnership PT KAI is moving towards Global Partnership. This can be seen by the cooperation carried out by PT KAI with other countries in carrying out the Indonesian Fast Train project. One of PT KAI’s missions is to become digital-based railway transportation. This mission is a business response to changes moving into the digital era.

This research was conducted using quantitative methods. Data collection was carried out by researchers by visiting PT KAI Head Office located on Jl. Perintis Kemerdekaan No.1, Babakan Ciamis, Kec. Sumur Bandung, Bandung City, West Java, and PT KAI Training Center located in two locations, namely Jl. Kacapiring, Batununggal District, Bandung City, West Java, Indonesia, and Jl. Ir. H. Juanda No.215, Dago, Coblong District, Bandung City, West Java, Indonesian. The respondents of this study were active employees of PT KAI totaling 168 respondents. The method of data collection is carried out by du event, namely Quick Count or Pooling Priority, and also through Questionnaires. The data processed then was from 140 respondents. The data reduction was carried out because it was found that there were outliers of 28 respondents or 16.67% obtained through examination with the  SPSS 26 tool with the Casewise Diagnostic method.

Researchers also provide solutions to change issues so that PT KAI is better prepared to face the era of change in the future,  consist of PT KAI Goes International through English Habits, and Work Abroad Opportunities for PT KAI’s Top Talent, Transforming Service Quality and Security by maximizing the use of AI and Renewable Technology in all Business processes, Creating Synergies (Including SOEs) through harmonious and collaborative strategic alliances with other state-owned companies, Global Partnership as the best transportation ecosystem solution for Indonesia by opening up to the existence of a Global partnership business scheme.