More than half (51 per cent) of online shoppers in Thailand said they purchased goods directly via a social-media channel, outpacing India (32 per cent), Malaysia (31 per cent) and China (27 per cent), according to PricewaterhouseCooper’s annual “Total Retail” survey.

The global report, titled “They Say They Want a Revolution”, polled some 23,000 online shoppers in 25 countries to track consumer behaviour across retail channels, including mobile shopping and social-media influence.

Social media influenced 78 per cent of shoppers globally, up from 68 per cent in a similar study last year, with 92 per cent of emerging-market shoppers buying products based on social-media recommendations. Some 60 per cent of all respondents cited price as the biggest influence on where and how they shop.

Sira Intarakumthornchai, chief executive officer for PwC Thailand, said Thai consumers were moving quickly towards social media as the explosive growth of mobile devices offered a new shopping tool.

“Social media is set to become a driving force in influencing online shopping behaviour,” Sira said.

“As more consumers buy online products and services based on peer reviews, comments and feedback through the use of virtual social networks, the stakes for Thai retailers and consumer-goods companies have never been higher.”

The report found that 53 per cent of Thai online shoppers said customer reviews influenced their buying behaviour. Some 48 per cent compared prices using mobiles while in a store.

More than half (56 per cent) also said they were likely to buy from offshore online retailers if prices are better.

Although Thai shoppers are conscious about price, convenience offered by the retailer also plays a significant role in determining value. PwC’s survey data show that Thais buy online primarily because of convenience (51 per cent), followed by price (38 per cent).

Geography and age are also crucial factors.

Consumers in emerging markets are far more influenced by social media (92 per cent) than those in established markets (66 per cent). Millennials and those in their mid-30s are likely to have more interactions with their favourite brands on social media than consumers aged 45 or over.

Despite the increased popularity of online shopping, many consumers still prefer a physical store when researching and buying certain products such as groceries, jewellery, furniture and home appliances, the findings showed.

Furthermore, many customers are seeking an in-store experience and want to interact with a knowledgeable store employee.

“Shopping in-store in many ways still offers the best option of getting the right product that we want,” Sira said.

“Many people, especially the older generation, like to touch and feel the actual products before buying. They also don’t like to wait for items to ship and, in many cases, like to get advice from a sales person.”

When looking at specific age groups, 24 per cent of millennials (18-34 years old) pay for purchases on their mobile compared with 16 per cent for everyone else, while 23 per cent of them access loyalty and reward programmes, compared with 18 per cent for other age groups.

While the number of online shoppers is likely to continue to grow, today’s consumers also want to be part of a retailer community where they can engage through loyalty programmes on top of picking up the perks of membership, such as discounts and offers, reward points or free shipping.

Higher degrees of customisation, personalised marketing offers and access to special member events are also listed as key benefits that a consumer looks for when joining a loyalty and reward programme.

The optimisation of radio frequencies through a broadcasting transition from analog to digital technology is among those key plans, which have been delayed since last year from what was set out under the original Broadcasting Master Plan (2012-16).

Supinya explained that the broadcasting committee having just 17 months left might not be sufficient time for it to bring all crucial aspects to fruition.

Meanwhile, the planned digitisation of nationwide radio broadcasting appears could have a huge impact on the industry and the state agencies that currently hold analog frequencies for radio broadcasting concessions, she said.

Apart from the plan for digital radio broadcasting, the launch of community-based digital terrestrial-TV broadcasting might also face a major impact, due to the delay of analog TV’s switch-off and the low penetration of digital TV receivers around the country, she added.

“However, we hope that the new broadcasting panel will carry forward and turn those key policies into action.”

Supinya made these remarks at a public forum, “Two Years of Digital Terrestrial TV Broadcasting in Thailand: How to Move Forward”, held recently by the journalism and mass communications faculty of Thammasat University.

Last year, the NBTC joined with eight state agencies in a test-run of digital radio broadcasting, but the results are still to be concluded.

The experiment used the existing infrastructure of the Armed Forces, as well as the separate infrastructures of the Army, Navy and Air Force, the National Police, the Public Relations Department, the Secretariat of the House of Representatives, and MCOT.

The test was aimed at furthering research on the feasibility of digital radio, which will be transmitted over the very high frequency (VHF) band, some of which carries analog terrestrial-TV broadcasts.

Another objective was to raise public awareness about digital radio broadcasting, which will have an impact on everyone in the country.

To ensure sufficient VHF bandwidth for digital radio broadcasting in the near future, Natee Sukonrat, chairman of the broadcasting committee, said in a previous interview that the transition to digital radio would be in tandem with the analog-TV switch-off process.

A combination of pre-travel planning, booking accommodation, arranging transport, managing expenses and receipts, and navigating the destination, combined with a lack of sleep, has the potential to leave business travellers weary and strained. That’s all before the important meetings and actual work have even begun.

Airport annoyances

While many holidaymakers feel excited at the prospect of time at an airport and hitting the shops for some duty-free treats or a celebratory drink at the start of their vacation, it’s airports that hold the biggest bugbears for those who travel on international business.

Among their least favourite things about international business travel, delays and cancellations topped the list, with half (47 per cent) of respondents complaining about this. As would be expected, jet lag (35 per cent) and airport security queues (34 per cent) are also disliked.

While these are felt across the globe, German business travellers dislike security queues most (42 per cent), whereas Chinese travellers are more understanding of this necessity, with only one in five (20 per cent) rating it as one of their least favourite things about international business travel.

Touching down in a foreign destination can also feel exciting and adventurous for those on vacation but for business travellers, it can be a different story.

The research shows that worries don’t end at the airport, with one in four (26 per cent) feeling anxious about language barriers when they reach their destination, and one in five feeling uneasy about being in unfamiliar surroundings (20 per cent), and cultural norms and differences (17 per cent).

Japanese travellers are the most worried about language barriers, with almost half (45 per cent) saying it makes them stressed. And while Chinese business travellers may be relaxed when it comes to airport queues, they are more concerned than other nationalities about cultural norms and differences in the country they’re visiting (37 per cent).

While business travel can be exciting and full of opportunities, it can at times feel lonely, with many of those surveyed saying they miss family, friends and general home life (34 per cent).

In fact, more than one-third of American business travellers say one of their least favourite things about international business travel is being away from their family, friends or partner (38 per cent).

An unlucky one in 10 of business travellers (12 per cent) spend less than five hours by themselves in their accommodation each day of business travel.

On average, business travellers spend 8.9 hours by themselves each day (including sleeping) when travelling internationally, and it’s perhaps because of this that, contrary to conventional wisdom, many business travellers are open to sharing an accommodation with a colleague while travelling for business.

Didier Lux, head of customer services, said Airbus predicted that the Asia-Pacific region would lead demand for new aircraft in the coming years, with in-service fleets growing from about 5,600 aircraft today to 14,000 in two decades.

This will see the active flight-crew population employed by airlines in the region increase from just over 65,000 to almost 170,000.

Airbus has engineering and maintenance training centres in Hamburg and Bangalore as well as third-party service providers offering its training courses at their facilities.

The new centre offers type rating and recurrent training courses for all in-production Airbus types.

It will be Airbus’s largest flight-crew training facility, with eight full-flight simulators, comprising three A350 XWBs, one A380, two A330s and two A320s. It will have six fixed cockpit training devices and extensive classroom facilities, with the capacity to offer courses for more than 10,000 trainees per year.

“We are extremely pleased to inaugurate, in partnership with Singapore Airlines, the latest addition to our global training network,” said Fabrice Bregier, president and chief executive officer of the plane maker.

The new centre combines the expertise of the two companies |to offer the highest standards of training for the growing flight-crew population in the region, Airbus says.

Airbus’s investment in this joint venture is another example of its commitment to take its support services closer to customers around the world, and especially in the key growth markets, Bregier said.

Goh Choon Phong, CEO of SIA, said the new facility provided exceptional training on state-of-the-art equipment, ensuring that it is a true centre of excellence in the region.

“With hundreds more Airbus aircraft on firm order by the region’s airlines, we are confident that AATC will go from strength to strength,” he said.

AATC began operations a year ago and prior to the opening of the new centre has been offering courses out of temporary facilities at the Singapore Airlines Training Centre near Changi Airport.

All operations are gradually being transferred to the new centre, located at Seletar Aerospace Park.

Instructors have initially been drawn from Airbus and SIA, with additional recruitment ongoing.

Seventeen airlines from the region including Bangkok Airways have signed up to use AATC.

Bloomberg has reported that more than two decades of economic growth in the region have spawned a dozen airlines across Asia, which Airbus and Boeing Co both forecast will become the world’s largest travel and aerospace market in two decades.

Asia-Pacific airlines will need 226,000 new pilots by 2034, making up 41 per cent of the global figure, according to Boeing’s latest forecast. Asia’s travel boom is leaving several airlines desperately short of pilots. The region is transporting 100 million new passengers every year.

Led by Asia, the global number of air travellers is expected to double to 7 billion by 2034, according to the International Air Transport Association.

Its four key executives have interesting stories to tell which give an insight into the success of the six-year-old agency over the past year.

“Designed as a borderless working space, the head office of Rabbit’s Tale is created to facilitate all staff, aged between 25 and 35, feel a sense of sharing and belonging to the firm,” managing director Rungroj Tancharoen said.

Sometimes it is difficult working with people in same age range, but Rungroj, 28, believes everyone in his team is striving for the same goal.

“Either salary or benefits is important for all employees, but we realised that young people need to be recognised by others in terms of the visible value from their fresh ideas and achievements. We are all the same in this respect,” he explained.

Therefore the firm learnt how to engage with them via various ways, which was very important to unleash their potential to offer the best solution for clients, he said.

As part of this strategy, each of the top executives had a second position in terms of giving employees the tools to break the ice with their colleagues.

Sunard Thanasanaksorn, who serves as executive account director, has a second position of chief gadget officer.

He was recognised as a “Fanpantae [guru] of Steve Jobs” and as an IT influencer about gadgets.

As co-founder of MacThai.com, he also writes a number of reviews and articles for tech lovers.

Meanwhile, executive financial director Chanin Aranyawat is also chief investment officer for all employees who need cool tips for personal investment.

And executive strategic creative director Saroj Laohasiri is able to suggest how to get diving licences as well as where to experience diving heavens, as he is chief diving officer at Rabbit’s Tale.

Moreover, everyone at Rabbit’s Tale appears to be happier by having Rungroj as chief catering officer, because he knows nice places to dine and drink.

“It’s like our norm to have ‘Happy Wednesday’, to bring all staff to a nice place recommended by the chief catering officer,” Saroj said.

Saroj also stressed that work-life balance was crucial for a growing company like Rabbit’s Tale, which wants to see more internal growth as well be a part of driving sustainable growth in the digital-media industry.

That is why the number of creative rabbits at this agency has grown significantly from 15 in 2013, to 34 in 2014 – and 70 last year.

“With further expansion this year, we expect to have more than 100 creative jobs,” he added.

Started in 2010 with Bt2-million registered capital by its two founders, Rabbit’s Tale is now ranked among the country’s top 10 digital and creative agencies in terms of billings, revenue and number of employees.

True’s subsidiaries also gained 89,716 subscribers from DTAC group, which includes DTAC TriNet (DTN).

True lost only 9,494 subscribers to AIS and 5,144 to DTAC.

AIS gained 65,856 subscribers from DTAC, which in turn acquired 54,147 subscribers from AIS.

The July-December period saw 3.08 million phone-number transfers, of which less than 4 per cent were to other companies. About 96 per cent were transfers between networks with the same company.

The MNP service allows mobile-phone subscribers to move to another network while retaining their old phone number.

The centre was established by AIS, DTAC, True, TOT and CAT Telecom to handle such transfers. Each company can transfer a maximum of 60,000 numbers a day.

True recently launched an MNP service at 7-Eleven convenience stores nationwide. The move was opposed by AIS and DTAC, which claimed that it did not comply strictly with the National Broadcasting and Telecommunications Commission’s number-portability rules. However, the NBTC ruled that the process was within its rules.

True claimed that 65,000 subscribers of AIS and DTAC who used the 7-Eleven service to switch to True were still waiting for the approvals of those to rival telecoms to facilitate their transfers.

From the launch of the third-generation cellular service on the 2.1-gigahertz spectrum in May 2013 until last December, 52.93 million numbers were transferred, of which 96.4 per cent were between the networks of the same mobile-phone operator.

AIS accounted for 45.5 per cent of total transfers, DTAC 39.6 per cent and True the rest.

During the period, transfers from AIS to AWN reached 24.2 million, DTAC to DTN 20.9 million and True Move to Real Move and TUC combined 5.97 million.

The first amount, Bt75.65 billion, is what Jas Mobile Broadband bid to win Slot 1 of the 900MHz licences up for auction last December, while Bt76.3 billion is what True Corp bid to win Slot 2.

The minimum starting bid at next month’s auction will be Bt75.65 billion.

Somchai believes that this range will become the benchmark for starting prices of the other low bands, including the 850MHz currently held by Total Access Communication (DTAC).

So far the National Broadcasting and Telecommunications Commis-sion (NBTC) has not decided what this 850MHz band will be used for once it is relinquished by DTAC for reallocation.

Somchai said the 900MHz spectrum was also very important, as it was one of the first standard cellular bands before it was developed to provide third- and fourth-generation wireless broadband.

At the auction of two 900MHz licences last December, AIS stopped bidding for Slot 2 once True raised it to Bt75.976 billion, deciding this was too high.

True won Slot 2 with that bid, while Jas won Slot 1. However, Jas’s failure to pay the initial fee instalment on time obliged the NBTC to plan a new auction.

Recently AIS proposed to the NBTC that it award Jas’ forfeited licence to AIS without an auction, for which the company was willing to pay Bt75.654 billion.

The NBTC consulted with the junta, which told it to hold a new auction.

The military’s ruling National Council for Peace and Order also postponed the date when AIS has to cut off its 2G-900MHz service to June 30 from April 14 to prevent service disruption.

A telecom-industry observer said True Corp would think hard about bidding for another 900MHz licence in this new auction after already bidding a hefty Bt76.3 billion to win the auction last December, plus Bt39.8 billion to win a 1800MHz licence in November.

DTAC is not expected to take in next month’s auction but instead will wait to bid for a band on the 1800MHz spectrum when its concession expires in 2018.

None of the three incumbent telecom players have yet made a formal announcement on whether they will join the May auction.

Meanwhile, to prevent service disruption for its 2G customers, AIS is expected to sign a memorandum of understanding with True to allow AIS’s 2G customers to roam on True’s 900MHz network.

Somchai declined to specify the details of this MoU.

He added that AIS was now focused heavily on preventing service disruption to its 2G subscribers, though they are not major revenue contributors, amounting to only Bt2 billion per year.