Think Tanks – Embassy of Pakistan, Washington D.C
PRESS RELEASES Bank: State Bank of Pakistan; Title: SUPREME COURT OF PAKISTAN; Account No: hilal. Official magazine of pakistan Armed Forces. Pakistan's cricketer-turned politician Imran Khan of the Pakistan Tehreek-e-Insaf party speaks to the media after casting his vote at a polling station in Islamabad during the . Israel remains open to establishing relations with Pakistan. Ok. So I don't know why our previous governments disliked Israel. The traditional agency model was a strategic partner relationship with the advertiser In Pakistan, similar to the rest of the world, media planning and buying has With the maturing of a lot of those high-yield government securities, along with with the sultry and sensual image of Iman Ali at the centre of the campaign.
At the World Affairs Council, Ambassador Chaudhry stated that Pakistan has made concrete progress in eradicating the scourge of terrorism from the soil of Pakistan.
He said that terrorists are now on the run, and through intelligence-based operation Rad-ul-Fasaad the remaining terrorist elements are being tracked down. NDI's work in Pakistan for enhancing political participation and strengthening democratic institutions was discussed.
Ambassador underlined the need for stronger Pak- US relationship on the basis of mutual respect and mutuality of interests. Entire gamut of Pakistan-US bilateral relationship and regional situation were discussed. Ambassador Aizaz Chaudhry also participated during the discussion.
The current developments in Pak-US relations and the regional situation were discussed. Ambassador Chaudhry stated that strong and durable Pakistan-US partnership is essential to achieving common objectives of peace and stability in the region, especially for peaceful resolution of the conflict in Afghanistan.
Their informal interaction with the Ambassador Aizaz Chaudhry provided an opportunity for a constructive exchange of views on various facets of Pakistan-US relations. Ambassador Aizaz Ahmad Chaudhry said that Pakistan would continue to further build on the bilateral relationship with the US, based on mutual respect and mutuality of interests, at Carnegie Endowment for International Peace on 05 December October 12, Interior Minister Mr.
To keep it brief, total ad spend on TV in FY was Rs 42 billion — digital will simply not be challenging that. For publishers, both are a blessing, extending reach, engaging audiences old and new, increasing traffic to sites etc. On the earnings front, not so much. There is little chance for publishers to grab a bigger slice of the pie, especially when it comes to banner ads. Inevitably, programmatic advertising which both Facebook and Google excel in will negatively impact anyone involved in the business of creating, procuring and running banner ad campaigns, possibly to the point of redundancy.
The problem is further exacerbated by the growing trend of users installing ad blockers for banner ads. This brings us to the next great challenge — one that applies to everyone operating in the digital sphere, not just the publishers. To put it bluntly, brands, ad agencies and marketing teams appear to be sailing rudderless, both on the strategic and creative front.
The situation is grim. Brands are allocating more and more to digital spend every year and publishers are pumping money into their digital operations, irrespective of the bottom line.
Some of the above challenges admittedly have no clear solution. Those require acceptance, adaptation and more importantly, inclusion when making decisions. For those problems that can be tackled however, a lot can be done, and done fast. After all, we are blessed with not having to invent or reinvent anything; global trends, strategies, creative ideas and solutions are just one Google search away.
It is only the will to change how we conduct business that appears to be lacking. Ahsan Sheikh examines this great switch. A billboard for Sprite overshadows another one for Coke in Lahore. Originally hand-painted by talented artists, billboards in the early days were often works of art, derived as much from the imagination of the artist as from the brief given by the agency. They were few and far between and clutter was not a problem then.
With the introduction in the nineties of digitally printed larger formats, the artists had to forsake their brushes and billboards became ubiquitous, leading to clutter and much public aggravation and then municipal intervention to restrict their numbers. As they become more interactive, digital billboards are changing public perceptions, becoming a source of entertainment with audiences. In Pakistan, we can divide its evolution into three eras: Initially, only a limited number of brands leveraged the medium.
Hand-painted boards were found at railway stations promoting electric fans, beauty creams, tobacco and tea. From the seventies onwards, there was a spurt in the usage of the medium. All the top brands soon followed suit. Along with this, came a shift in pricing.
The earlier hand-painted boards cost only a few thousand rupees annually; now prices went into hundreds of thousands per month. Despite this, huge structures started proliferating across the major three cities and city municipal authorities started to impose taxes on them, which were then used to develop the city landscape. So aggressively did the authorities collect funds in exchange for permission to erect billboards that an unprecedented number of structures went up between andespecially in Lahore.
Inevitably, clutter began to compromise the effectiveness of the medium and inthe Punjab Government took measures to rationalise the installation of outdoor structures. All billboards in Lahore were removed by the Parks and Horticulture Authority PHA and bylaws were enacted to prevent their installation.
This was a blessing in disguise as the reduction in the clutter enhanced the effectiveness of the medium, and brands started reassessing OOH with renewed interest, leading to a demand for further innovation, such as backlit billboards and large cut-outs. The artworks were a basic adaptation of print ads, with little thought going into the effectiveness of the communication. Then, another major shift took place when international specialist agency brands, such as Kinetic, entered the picture and outdoors started evolving into OOH.
This included the activation of new touch-points in the OOH space within retail spaces and on-ground. Clients started focusing on rationalising their OOH media planning in terms of target audience, with increasing focus on the quality of the execution.
Monitoring and tracking once a huge transparency challenge became a standard service offered by all OMAs. Today, tools are available to evaluate campaign coverage, assess creative impact, select sites according to specific target audiences and monitor and track results.
This is a paradigm shift, given that not until too long ago, OOH was viewed as a support medium and has now moved to the centre of the overall media planning effort. The factors contributing to this development are changing consumer behaviour patterns not least the fact that they are spending more time out of home. There was a time, when during the airing of popular TV dramas, the roads would be relatively empty with people glued to their TV sets.
Today, there is no TV show that audiences need to stay at home to watch live; they can watch it on their smartphones or watch the repeat the following day. Another benefit of OOH for advertisers is that it cannot be turned off, blocked or skipped and unlike TV and online advertising, it cannot be so easily avoided.
OOH and mobile are becoming increasingly interlinked and more and more brands are leveraging both media. We will remember as the year OOH started going digital in Pakistan and digital, once introduced, expands rapidly.
The theme has always been the product benefit. It is the way this is communicated that has changed. It is simple and straightforward; there is no spin. An explanation of what the paint does, with simple illustrations delivers the point. It was about having a freshly-painted look throughout the year and the availability of a wide range of colours.
The illustrations became better, the copy got a bit creative. In the seventies, the illustrations were replaced by photographs. The headline stated the problem, and the body copy gave the solution. Every ad illustrated a new USP — appealing to the rational mind of the consumer rather than the emotional side.
In the eighties, graphics were introduced. The message was that Berger was a global brand offering high-quality paint. The nineties focused on health. Lead-free paints were introduced and the copy emphasised benefits of these paints. The brand was evolving but not connecting. Human emotion was missing. Berger now engages with young homemakers for whom paint is as important as their furniture. Berger took a huge leap by focusing on a younger target group. A celebrity endorsement has been introduced with Mehwish Hayat, because celebrities inspire people to be like them.
From a rational, somewhat distant brand, Berger has evolved into an emotional, connected and iconic brand. From selling paints to selling lifestyles, the brand has left a footprint in every household.
Urooj Hussain examines what brands must do to adapt to this altered demand. Millennials are busy on their devices during a working day at Ogilvy Pakistan, where the average age of all new recruits is approximately For the agency, the secret to attracting Millennials is to offer them flexibility in their working hours and an informal environment.
They are pluralists and not inclined to settle on only one thing; they want to do something in the day and something else completely different in the evening. To retain them, employers must always encourage and mentor them in any activity they choose to engage in after working hours.
They have great expectations of life. The evolution has been exponential; for example, in Pakistan, Facebook has gone from 11 million active users to 34 million in the past four years alone.
The way people use social media has also evolved. It has also changed the way we view and interact with the world and the communities around us, and it has changed the way consumers behave online.
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Audiences are less concerned with privacy. Since Facebook is free, many people do not necessarily realise that they are the product. The Pew Research Centre for internet and technology finds most young people more than willing to hand over their personal details. This gives advertisers a great deal of leverage in terms of data-backed targeting, which they never had before.
Brands need to adopt causes and give a collective voice to their consumers. It was the Arab Spring that gave traction to the idea that anyone can bring about a revolution on social media. Consumers know how powerful a social media platform can be and are willing to use it, be it for political issues or consumer complaints. As a result, brands need to tread carefully on social media as a single piece of negative news can snowball into a business damaging situation. Consumers are more likely to trust a brand with a social media presence.
It adds to the transparency, two-way communication, engagement and in some cases, social responsibility as well. What is the effect of all of this on how brands advertise on social media? Pakistani brands have become savvy. High levels of clutter and increasingly distracted audiences means that brands need to invest in breaking through the barrier of limited organic reach and create engaging content.
Here are some examples of how brands are using social media to its full potential: E-Commerce has grown in an extremely interesting way on social media. Not only has it benefitted large-scale online retailers such as Daraz and Goto.
Micro-influencers and vloggers have become huge social media celebrities without ever having been on the big screen. They have grown via popular demand on social media and are people which audiences can relate to. As a result, a lot of brands have signed on social media celebs such as Zaid Ali T and Ali Gur Pir to be their brand ambassadors, leveraging not only their popularity, but their individual social media profile to secure incremental and relevant reach.
In a world where customers want instant gratification, social media provides a platform where the consumer can connect to brands whenever they want. Being always-on and ready to answer consumer queries goes a long way towards building brand credibility.
This is now considered to be an important KPI for social media management. Brands like Careem and KE have added to their credibility by actively responding to messages. Social media and the way consumers use the platform will keep evolving at a rapid pace. Media experts need to be ahead of the curve and leverage new trends to their maximum potential. She can be contacted at urooj. As a result, promotion of films now heavily relies on social media as they can garner huge amounts of buzz through word-of-mouth.
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Films are content gold mines; the challenge is to build anticipation within a short period of time. Luckily, films are stories and stories sell, especially when you involve the audience in the story via social media platforms such as Facebook, Twitter, Instagram and Snapchat.
Dawn Films used these platforms in their marketing strategy for their forthcoming film Saat Din Mohabat In, leveraging viral marketing by doing something that would create talkability.
He turns to the audience for help to go about this in the best possible way.Breaking News - Chairman PEMRA, DG ISPR - Discuss Measures to Facilitate Pakistan Media
Added to this, glimpses of the romance, drama, humour and action contained in the film gave audiences a peek into the unfolding storyline. Drumming up interest and seeding your trailer online is always a challenge, but the marketing effort for the film, bridged the gap by offering a storyline and enabling fans to respond, thus generating a buzz.
This is the tip of the iceberg. Stay tuned to your digital screens for more creative content as we weave in and out of the story, taking fans along for the journey. Zohra Yusuf is one of the most outstanding and highly-regarded professionals in the advertising and media sphere. She has been in the profession for nearly five decades. She entered the advertising profession in when she joined MNJ Communications as a Copywriter; she was promoted to Creative Manager and subsequently, to Client Services Manager; this, at a time when women did not hold senior positions in advertising.
Yusuf has mentored a new generation of young advertising professionals, many of whom attribute their success to the training she imparted to them. Her cosmic ability to grasp ideological perspectives from every side of the argument has made her an outstanding communicator of her times.
As I began speaking to women working in advertising agencies, from different disciplines and age groups, to determine if the ad industry in Pakistan is female-friendly, it became evident that my initial perception was erroneous. There was general consensus on two points. First, the number of men who have reached the highest echelons of power in media and advertising is far greater than the women who have smashed the glass ceiling, despite the increasing number of women who have assumed leadership roles.
Second, the industry is far more female inclusive than anywhere else in the world. The advantage is that in Pakistan, if women stay after hours, transportation is usually provided, at least at IAL. This is mainly attributed to the fact that there is no governing body which regulates agency operations.
It is this vacuum that has resulted in variable HR and operational frameworks, since agencies in Pakistan are not required to comply with a designated set of rules in managing their workforce.
Agencies therefore, have carte blanche in formulating their HR handbooks. The two most significant issues that this lack of standardisation has created concern gender-based wage gap and maternity leave. To a large extent, this shift has been triggered by the increasing number of women who have forayed into media and advertising since the nineties, predominantly on the creative side. There was a gradual recognition of the value of their contributions to creative and strategic processes.
As women continued to progress quickly through the ranks, their influence in decision-making increased, as did the salaries they commanded. She recalls that when she joined MNJ in as a copywriter, it was the male-dominated client services department that enjoyed better incentives, including higher pay scales.
This is because at that time, the majority of accounts were won on the basis of personal relations with clients rather than the big idea and therefore, client services executives were considered the most valuable resource.
In the last decade or so, as the focus shifted to creative conceptualisation and execution, it is the women-dominated creative departments that have taken centre stage.
According to Yusuf, this is the main reason why there has been an across-the-board increase in compensation levels for women. Abdi adds that Millennials have played a significant role in changing the perception of advertising as a profession. There are a lot of young women who study commercial and communication art and then opt for advertising because they believe it provides opportunities for independent, creative expression.
However, the ad industry still has a long way to go before they can claim gender parity and inclusion in the truest sense. Providing on site child care and paid maternity leave are substantial financial commitments that agencies, particularly smaller ones, will not be able to sustain. While gender diversity in leadership roles and parity in compensation are important wins, there is a long way to go before our advertising industry can claim being an equal opportunity employer for men and women.
Ayesha Shaikh is a leading advertising and communications expert at Aurora. She can be contacted at aurora dawn.
How could it not? Here was a drink with a formulation that made it green! Mehran Bottlers have a strong vision for Pakola; they understand the love Pakistanis have for the brand. Pakola has become the essence of what defines Pakistan. The satisfying taste drives the loyalty of consumers at home while for Pakistanis abroad, Pakola evokes intense nostalgia whenever they see the brand.
In recent years, Pakola has revamped itself in order to appeal to younger audiences, both in terms of the message and the look. This resulted in people posting photographs on social media and creating a buzz online. Pakola is a brand that evokes pride, love and patriotism.
Pakola connects our hearts and minds with the national spirit. Syed Babar Ali is seated in his office at the Packages headquarters in Lahore. One of the most recognisable and successful brands under the Packages corporate umbrella is the premium-quality tissue paper Rose Petal, launched in A defining characteristic of Syed Babar Ali is his ability to identify changing consumer dynamics and then develop business solutions to cater to them.
Given the increasing demand for organised retail in Lahore, his latest venture was the launch of Packages Mall in Designed in line with international standards, the mall has redefined the shopping experience for the people of the city. Families had fixed monthly grocery lists that were handed over to the shopkeeper, who would put all the items together, bag them and hand over a chit with the billed amount scribbled on it.
Apart from the haggling it was expectedthe next customer decision was whether to pay in cash or put the amount on a monthly tab and whether or not to have the groceries delivered. Other than those, shopping excursions were limited to Juma bazaars or visits to Laloo Khait now LiaquatabadEmpress Market or Jodia Bazaar — the wholesale hubs of Karachi. It was only in the noughties, when due to increased exposure, Pakistani consumers became more aware of what was happening internationally and a significant shift in lifestyles and buying patterns started taking place.
Varied product assortments, greater convenience and accessibility, better merchandising, improved service and an enhanced store experience became the new retail rules. Quick to recognise this shift, local retailers began to invest in improving store layouts and their product mix.
There was renewed focus on customer service, rather than relying on price competitiveness. As a result, this growing retail potential put Pakistan on the radar of global retailers. As most of retail in Pakistan is unorganised, therefore undocumented, industry analysts agree that the on-ground figures are much higher.
The other trend disrupting traditional retail is e-commerce. Although still at a nascent stage, internet retail is expected to become a significant complement to brick-and-mortar grocery and non-grocery retailing in the coming years.
Before that the concept of indoor air-conditioned shopping areas was alien in Pakistan. However, the mall did not turn out the way it had been envisioned.
There were not enough local brands because many did not want to assume the high rents Dolmen Centre demanded. It was almost a decade later that Pakistan had its first shopping mall, when Park Towers opened in Karachi. The mall morphed into a social venue, where people went to enjoy the amenities rather than to buy. The opening of Dolmen Mall Tariq Road in proved to be a game changer. Positioned as a family recreational spot, the mall began to bustle with activity convincing retailers to invest in space.
Over the next 15 years, a number of malls were established mostly in Karachiredefining the shopping experience. The entry of Hyperstar in operated by the Carrefour retail chain as an anchor tenant at Dolmen Mall Clifton was another game changer. Hyperstar became a retail success, prompting other mall operators to adopt the idea of having anchor tenants. North Pakistan is now at the forefront of the retail race and several multipurpose malls are under construction in Bahawalpur, Faisalabad, Gujranwala, Islamabad, Lahore, Multan and Rawalpindi.
Both supermarkets began as small kiryana shops in Bahadurabad. Naheed expanded its footprint from the original 1, square feet of retail space to a 32, square feet, four-level departmental setup. Imtiaz followed and established outlets in DHA, Gulshan-e-Iqbal and Nazimabad, three of the most densely populated neighbourhoods in Karachi.
Increased competition is likely to further boost the sector and the entry of foreign players will force local retail giants to rethink, revamp and remodel their businesses. Abbasi sums up the future of retail in Pakistan: