There is no such thing as an APAC audience
Someone at headquarters decided that Asia-Pacific was a region, and in a financial reporting sense, they are correct. It is a useful box for grouping markets that share a time zone band and not much else.
Then someone applied that logic to communications, where it makes no sense at all.
The copy-paste regional strategy is one of the most common and least examined failures in international communications. It looks like this: a campaign lands well in Australia, or performs adequately in Singapore, and the decision is made to roll it out across the region.
The press release gets translated. The media list gets swapped out. The send button gets pressed. And then nothing happens, because the story that worked in one market offers nothing to the others.
Japan has one of the most concentrated and high-reach media landscapes in the world, while Indonesia has over 40,000 registered media outlets serving a vast, diverse archipelago where national and regional coverage operate almost independently. Hong Kong's media landscape has changed dramatically over the past five years. India has more people than Europe and a diversity of media to match. The Philippines has a media landscape that is energetic, opinionated and deeply local.
None of these markets want the same story. None of their journalists respond to the same angles. None of their audiences share the same reference points, concerns or cultural contexts.
The APAC category exists because it is convenient for the people who don’t live or work there. For everyone else, it’s a fiction that costs real money when it determines how a communications budget gets spent.
The organisations that get coverage in Asia are the ones that start with the market rather than the message. They ask what this particular publication cares about, what this particular journalist has been writing, and what angle connects a client's story to something the local audience genuinely wants to read.
That requires local expertise and contacts. Majura can help.