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Re-Inventing Print Media Management: Country Model - Pakistan
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Re-Inventing Print Media Management: Country Model - Pakistan


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  • 1. What do you promise that in your industry can promise?What do you deliver that can deliver?What do you believe that believe?The organization that can answer those questions crisply, clearly, and compellingly arethe one that and .“From the outside looking in, you can’t understand it. From the inside looking out,you can’t explain it.” This is the neat way to capture how it feels to change the senseof what’s possible in your field – and a reminder of why so few leaders muster thecommitment to build an organization with a unique sense of itself.
  • 2. Global ScenarioNational ScenarioWhat did Express do to become the only National Category A newspaper?So what immediate challenges has to confront and address?• Formation of Research, Content Contribution, Format Development and Marketing Teams• Development of sets of Conspicuously Unique Content, Format and Marketing Packages• Preparation of Country Circulation Milestones Map for Newspaper• Comprehensive Pre-testing of a Competitive National and International Content Appealand Marketing Plan’s Level of Acceptance through Sector-to-Sector Marketing Staff• Arrangement of Comprehensive Phased-out Financial Inputs and Ad / Circulation RevenueTargets
  • 3. • It is often said that the problem with the news business is• It is also said that the problem with the news business is not an audience problem;• Another view is that theand with the arrival of Internet,• It is also argued that print advertising has fallen to the extent that it• Newspapers could save about forty percent of their operating costs by not publishing aprint edition, but unfortunately,(Conan, 2008).• In addition to advertising revenue,. By giving away content news organizationsbelieved they would attract audience, which, in turn, would drive advertising revenue.Unfortunately, they were only half right. Lack of online advertising revenue has drivennews organizations to search for alternative revenue sources.A Research Monograph of the Printing Industry Center at RI by Howard Vogl, M.S., visiting Professor, School of Print Media RochesterInstitute: “A Qualitative Study of Future High Value News Media Audiences”
  • 4. PURCHASE OF NEWSPAPERS: - Purchased:51% - Neighbors/Friends: 13%, - Public Places: 24% - Offices: 7% - Misc.: 5%*SOURCE: GALLUP PAKISTAN - 2007-2008 Edition of Orient Blue Book, Orient McCann EricksonSERIOUS OBSERVATION: The circulationfigures are overexageratedREGION ESTIMATED ADULTREADERSESTIMATED YOUTHREADERSDAILY ADULTREADERSHIPDAILY YOUTHREADERSHIPKarachi 3,098,134 757,010 2,292,619 507,197Interior Sind 3,425,310 384,057 2,397,717 304,326Southern Punjab 2,804,618 388,332 1,935,187 240,766Central Punjab 4,240,816 645,909 2,671,714 368,168Western Punjab 2,56,875 249,198 1,336,971 147,027Northern Punjab 1,380,233 175,183 841,942 96,351Khyber Pakhtoonkhaw 2,077,838 264987 1,309,038 151,043Baluchistan 687,951 98,056 412,771 52,950
  • 5. The total circulation of newspapers in Pakistan according to UNESCO is:copies a day*UNESCO ranks Pakistan as 10th country on the list of TOP TEN countries with highestnewspaper circulation.If the officially circulated and unofficially accepted circulation figure of JANG’s isaccepted with or with out reservation than the largest circulated newspaper inPakistan has a share in Pakistan’s total circulation of newspapers,i. e.,.copies a day!*SOURCE:
  • 6. * SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006Why Media Habits Survey 2006? The survey reflects a declining trend and a 23% to 52% opportunity!It also indicates a strong shift of media habit from newspaper readership to TV viewershipThere is no serious visible sign on the part of newspaper managements to contain or reverse the trendTo what extent and how 37.5% opportunity can be translated intoRegular Loyal Readership?NEWSPAPER READERSHIP REGULAR READERS OCCASIONAL REDERS DO NOT READURBAN PAKISTAN 1998 37% 14% 49%URBAN PAKISTAN 2005 27% 23% 51%
  • 7. * SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006Demographically NEWSPAPERS will have to partially focus on 12-25 (internees and fresh postgraduates), predominantly on 26-35 (career beginners and professionals / entrepreneurs) andinnovatively on 36-45 (senior managers and established businessmen) years age groupsIn order to translate 37.5% opportunity into Regular Loyal Readership NEWSPAPERS will have tolook YOUNG both in FORMAT and in CONTENTS through presence at every platform of interest toYOUTH!GENDER / AGE WISE MALE FEMALEREADERSHIP 12-25 Yrs 26-35 Yrs 36-45 Yrs 46-55 Yrs 55+ Yrs 12-25 Yrs 26-35 Yrs 36-45 Yrs 46-55 Yrs 55+ YrsRegular Readers 35% 23% 20% 11% 11% 43% 27% 17% 9% 4%Occasional Readers 45% 21% 18% 8% 9% 47% 32% 14% 6% 2%Do Not Read 41% 20% 16% 10% 13% 37% 31% 18% 7% 7%
  • 8. * SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006Geographically, 26% regular and occasional readers in addition to those who do not readnewspapers can be hooked in through -inventing content, -designing formats and -thinkingadvertising and distribution modelsLocalization of segment-focused marketable and brandable formats / contents in social andeconomic contexts to create an integrated synergy between readers, sponsors and newspaperTerritory/Trend Urban Pakistan Karachi Lahore Faisalabad Rawalpindi Islamabad Multan Gujranwala Hyderabad Peshawar Quetta2005Regular Readers 51% 42% 47% 48% 46% 49% 53% 46% 55% 55% 53%Occasional Readers 23% 27% 25% 25% 22% 15% 24% 31% 20% 20% 14%Do Not Read 27% 31% 28% 27% 32% 37% 24% 23% 25% 25% 33%
  • 9. •SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006The confidential consensus between government and newspapers and newspapers andadvertising agencies for the release of advertising campaigns according to certified circulationshare of the newspapers in country’s total newspaper circulation is not reflected in circulationand advertising revenue figures of the leading four newspapers for known and unknown reasons.The distortion in circulation figures and advertising revenue demands an overall innovativebusiness RE-modeling to make sure that the revenue timeline remains unhurt of prevailingmalpractices as an accepted norm.NEWSPAPER READERS1998-2005JANG NAWA-i-WAQT KHABRAIN EXPRESSURBAN PAKISTAN 1998 51% 23% 16% 13%URBAN PAKISTAN 2005 45% 20% 16% -
  • 10. * SOURCE: ORIENT BLUE BOOK 2011-12SECTION/GENDERADS BUSINESS CLASSIFIED CURRENTAFFAIRSEDITORIAL INT’LNEWSLOCALNEWSFILMNEWSPOLITICALISSUESRELIGIOUSISSUESSCIENCE /TECHNOLOGYSPORTNEWSEDUCATIONOVERALL16% 15% 11% 34% 27% 39% 47% 21% 29% 37% 19% 23% 13%MEN 16% 19% 13% 38% 31% 43% 50% 22% 31% 36% 22% 28% 13%WOMEN 15% 7% 7% 25% 16% 27% 37% 20% 21% 39% 12% 08% 14%SECTION/AGEADS BUSINESS CLASSIFIED CURRENTAFFAIRSOP-ED INT’LNEWSLOCALNEWSFILMNEWSPOLITICALISSUESRELIGIOUSISSUESSCIENCE &TECHNOLOGYSPORTNEWSEDUCATIONOVERALL 16% 15% 11% 34% 27% 39% 47% 21% 29% 37% 19% 23% 13%12-24 15% 11% 10% 28% 23% 33% 43% 25% 23% 33% 22% 27% 16%25-44 17% 17% 11% 35% 28% 41% 48% 20% 30% 38% 18% 21% 12%45+ 17% 17% 13% 42% 31% 44% 49% 17% 36% 42% 17% 17% 12%
  • 11. * SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006Certain very important influential segments are conspicuously missing in the content mix of newspapersproviding an un-explored and untapped bulk readership potential to look for as important instantcirculation boosters.-discover circulation and advertising revenue streams both in newspaper and onlineContentsbeingreadHead-linesLocalNews ofPakistanLocalCityNewsSportsNewsInter-national NewsAds forMisc.ProductsBusi-ness /TradeNewsJobVacancyPagesMovieNewsMovieAdsOp-EdPagesWeeklyMagsClassifiedPagesFemales 84% 52% 44% 19% 28% 26% 09% 12% 16% 17% 06% 09% 05%Males 87% 66% 47% 52% 46% 18% 19% 14% 10% 09% 10% 07% 04%UrbanPakistan200586% 61% 46% 40% 40% 21% 15% 13% 12% 12% 09% 08% 04%
  • 12. *SOURCE: Aurora’s 2009, 2010 and 2011 Annual EditionsSOURCE ANDPERCENTAGEGALLUPPERCENTAGEAURORAPERCENTAGEGALLUP +AURORA PERCENTAGEAD-REVENUEANDPERCENTAGERs.7.2166 Bn 24.33 Rs.8.87 Bn 32.33 Rs.8.04 Bn 28.33SOURCE ANDNEWSPAPERSGALLUPPERCENTAGEAURORAPERCENTAGEAURORA +GALLUP PERCENTAGEJANG Rs.2.39 Bn 33.67 Rs.2.92 Bn 34.67 Rs.2.655 Bn 34.17EXPRESS Rs.0.72 Bn 10.33 Rs.0.533 Bn 06.67 Rs.0.6265 Bn 08.50NAWA-I-WAQT Rs.0.631 Bn 09.00 Rs.00.60 Bn 07.00 Rs.0.6155 Bn 08.00KHABRAIN Rs.O.286 Bn 04.00 Rs.00.28 Bn 03.33 Rs.0.283 Bn 03.665TOTAL Rs.4.027 Bn 57.00 Rs.4.353 Bn 51.67 Rs.4.180 Bn 54.335ALL OTHERNEWSPAPERS Rs3.1896 Bn 43.00 Rs.4.517 Bn 48.33 Rs.3.86 Bn 45.665
  • 13. In Pakistan three re-configured categories of newspapers have different sets of managementchallenges in addition to those confronted by international newspapers.Three perceived National Category A but geographically Category B (!?) newspapers (JANG, NAWA-E-WAQT and KHABRAIN) have long history of publishing, “economy of scale” and “ad placementpreference” advantages. Consequently, they benefit from healthy margin in circulation andadvertising revenue due to declining circulation and increasing advertising rates to meet directand indirect production costs and pocket advertising revenue as net profit. It is technicallyimpossible for a district local newspaper or a new Category B national newspaper to out-performthem by using irritatingly common traditional publishing production, editorial and marketingtechniques.Only Daily EXPRESS has technically engineered geographical distribution edge backed by state-of-the-art-technical know-how judiciously and genuinely creating UNIQUE NATIONAL CATEGORY AEXCLUSIVELY for ITSELF and gradually but significantly cutting into both circulation and ad revenuestreams of the established newspaper brands. Daily NAI BAAT and DUNYA are following DailyEXPRESS.
  • 14. I, therefore, divide the national newspapers in three categories: National Category A,National Category B and Local Category COnly one newspaper – Daily EXPRESSThree Leading National BUT Provincial District Newspapers:JANG, KHABRAIN and NAWA-E-WAQT, covering five, seven plus Muzaffarabad (close toCategory A only in geographical distribution but comparably much low in quality) and fourdistricts of the four provinces of Pakistan and Azad Kashmir respectively.More than 300 Local / District NewspapersDaily EXPRESS has a geo-distribution edge of coming out from 11 districts with a distinctsimultaneous local and national editorial / distribution mileage to take advantage of.JANG is losing and will gradually have irreparable dent in its circulation base in 6 cities,NAWA-E-WAQT in 5 cities and KHABRAIN in 7 cities.
  • 15. The apparent philosophy behind EXPRESS seems to me is:“Do not be the in category, be the in .”“If there is category you can be in ,” as Dan Kennedy says, “You don’t need otherpeople’s permission to do that. Creating your own category is powerful because it is impossible for yourcompetition to .”EXPRESS has not only created a pushing others in B and Ccategories, it came up with a conspicuously and to newspaper content carryingwebsite too which was immediately, desperately and unimpressively COPIED by the country’s oldest andthe largest group of newspapers in a hurry which is the first indication of its management team’s defeatand submission reflecting their state of
  • 16. 1. Break the myth created by EXPRESS in two areas: and2. Create its own to be the BUT the in and3. Come up with a with itshaving and
  • 17. WHY? The purpose is to simultaneously apply the following inPakistan’s newspaper industry:-invent content-organize newsrooms and management-design formats-discover revenue streams online-think advertising and distribution modelsWhich newspaper will dare to take lead in attempting all of them in
  • 18. Through the proposed Formation of Research, Content Contribution, Format Developmentand Marketing Teams on Regular and On-Call Assignment Basis:• Research Teams and Tasks• Content Contribution Teams and Tasks• Format Development Teams and Tasks• Marketing Teams and Tasks• Job creation through faculty of possiblysponsored by
  • 19. • Comprehensive research for reader segmentation in each district• Post-segmentation preparation of a• Identification of of andfor exclusive local, national and global content development• into• Development of for the marketing of soft and hard copies ofexclusively tailored editorial contents• Job creation through faculty of Work Integrated Media Management Learning possiblysponsored by
  • 20. • for the selection of in-house editorial contributors and contributors on call• of of in-house editorial contributors and contributors on call• Each team of editorial contributors will produceon both national and international topics of readers’ interest• of tasks• Creation of a faculty of Multi-Media Management for Work Integrated Multi-MediaManagement Learning
  • 21. A unique content focused format for district and national editions with a multi-platform interactive web portal is envisioned.The idea is to translate the vision of an aesthetic presentation of district and nationalprint and online contents into such an international quality multi-media format thatwill provide dependable dynamic posting, downloading and sharing options.The news items, articles, opinions and branded in-depth exclusive reports and theirexecutive summaries will be available in both word document and pdf formats.The translations of branded, co-branded, sponsored and co-sponsored contentpackages will be available in English language too online.of consisting of students of faculty ofComputer Sciences –
  • 22. • Second alternate Packaging of commissioned contents into Attractive MarketableProducts for potential branding, co-branding , sponsorship, co-sponsorship andadvertising prospects• A list of potential prospects will be provided to marketing teams• The major twin-task of the marketing teams will be to:A: Develop a Loyal Circulation BaseB: To acquire second position in ad and circulation revenueof the
  • 23. Thank YouZahid Hussain KhalidSUN&FZ Associates