Digital Marketing Campaign in Action X SC Asset: คำแนะนำและตอบคำถามประเด็นที่สำคัญ

Summary

The video is a Q&A between students in a digital marketing course and an SC Asset representative. Its purpose is to help student teams develop campaigns for the property company. The discussion covers campaign scope, measurable outcomes, audience and channel selection, and creative ideas that fit SC Asset’s brand.

Campaign Planning and Scope

• One marketing plan can include multiple campaigns. Teams may address several objectives through separate campaigns, such as online and offline executions, or use a timeline to prioritize different messages throughout the year. Campaigns do not need to share a name or format.
• Project selection is flexible. Teams may focus on ready-to-move-in homes, condominiums, a specific project, or a broader segment. Most SC Asset homes are ready for occupancy. Some condominiums may be sold before completion, with buyers paying in installments.
• Teams should clearly define the campaign’s scope, audience, timeline, and success measures. The representative encouraged creative ideas, including unconventional ones, provided they fit the brief and have a clear rationale.

Brand Positioning and Customer Insight

SC Asset’s suggested brand strengths are product quality and after-sales service:

• The company uses quality materials and construction standards, with monitoring throughout project stages.
• A dedicated in-house technician team knows the properties and can support residents after purchase.

The representative advised treating quality and service as connected: a well-built product can reduce repair needs and generate positive word of mouth.

Brand awareness can be benchmarked through annual third-party surveys, including surveys attributed in the discussion to Terra BKK. These track top-of-mind brands and category perceptions. SC Asset’s survey results were described as confidential, so students should use public benchmarks or propose suitable research rather than assume access to company data.

The suggested future audience includes younger people who may not yet know the brand. The age description is inconsistent in the subtitles: it is given as “20+” at one point and later clarified as people aged 20 and under. Teams should confirm the intended age range.

Customer Barriers and Campaign Opportunities

The discussion identifies several factors that can lead consumers to rent rather than buy, or delay a purchase:

• Economic uncertainty and concern about taking on long-term debt.
• Income and purchasing power, including whether buyers can qualify for a mortgage.
• Existing financial obligations, such as credit-card debt or car payments, that may affect loan approval.
• Social influence and media narratives that buying is burdensome or renting is preferable.
• Lifestyle and job-related mobility: people who move frequently may find renting more practical.

The representative also challenged the assumption that a home is only a liability. A home may provide stability and serve as an asset later in life, though the right choice depends on an individual’s finances and circumstances. Campaigns should address these concerns realistically rather than simply urging everyone to buy.

Audience, Channels, and Marketing Execution

• The representative estimated that around 80–90% of customers come through online channels, with roughly 10% through offline activity. These are approximate figures from the discussion, not a detailed channel-performance report.
• Online discovery includes social media, websites, online communities, and recommendations. Word of mouth is also important, including advice shared among customers and in online groups.
• KOLs and influencers are used regularly and were said to generate bookings, though no booking volume or ROI figures were provided.
• Offline marketing remains useful. For example, signage can expose people to a project while they travel and can complement digital activity within one campaign.
• TikTok was described as relatively weak for significant property purchases. It had generated some buyers, but comparatively few and with limited purchase impact. The representative suggested considering where higher-purchasing-power customers—often aged 30 and above—spend time, rather than choosing platforms solely because they are popular with younger users.

Metrics and KPI Guidance

• Project visits: The discussion refers to a target of 20 actual visitors per project per week. Applied to 50 projects, that would imply 1,000 visits per week. The representative distinguished actual site visits from appointments or registrations; a booking inquiry alone should not count as a completed visit. A separate comment mentions around 10 visitors per week as a possible minimum, so teams should clarify the final target before using it.
• Sales target: A campaign brief appears to refer to a six-month, 30-million-baht sales goal, but the subtitles also contain a conflicting reference to “100 houses at 30 million baht each.” Treat the exact target as unclear and verify it with the brief owner.
• Sales recognition: Do not count reservations alone as completed sales. The discussion identifies a signed contract and, for a definitive outcome, transfer of ownership as relevant milestones. Teams should state explicitly which stage their KPI measures.
• Ultra-luxury campaign: One question focused on a 200-million-baht house. The representative said there is one relevant project and that teams may build a campaign around it or the wider ultra-luxury segment. The project was described as having five homes near Major Ratchayothin. The potential audience was characterized as extremely small—approximately 0.01% or 0.1% of Thailand’s population in the unclear transcript—so the figure should be verified before use.

Campaign Ideas and Recommendations

• For the ultra-luxury audience, address why a buyer might prefer a completed property over building a custom home, while acknowledging the appeal of customization and the possibility of buying multiple lower-priced properties instead.
• Consider an immersive “live in the home” experience: invite prospective buyers to try a fully furnished property, potentially through an overnight stay or reality-show-style content. The representative considered the idea feasible, while leaving execution details open.
• When communicating about floods, distinguish between conditions inside a project and issues on surrounding public roads or sidewalks. SC Asset may be able to provide practical assistance with access, but cannot fully control external infrastructure.
• Pair creative concepts with a defined audience, channel rationale, measurable KPI, and clear definitions of what counts as a visit, booking, sale, or transfer.

Presenters and Sources

• Mr. Arno — SC Asset representative; the spelling of the name may be affected by subtitle transcription.
• Nano and Professor Min — course participants or moderators, as identified in the subtitles.
• DMK 327 course; video published by the NAMON PROMNARA channel.