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Missing: Tourism in Brand Pakistan

by Aamir Abbasi

Fourteen years back, when I planned my honeymoon, it was not in my wildest imagination that the most beautiful event of my life will also be an interaction with a mini-heaven on Earth. I celebrated my honeymoon in Swat, Kalam and Malam Jabbah; and working for a PR agency back then, what amazed me more was the unrealized marketing potential of this country and its sights. The first evening, having tea on my hotel balcony with a beautiful raging river flowing in front of me was a sight beyond my imagination that I can never forget. Fourteen years later I again went for a similar trip, this time with my better half as well as three kids for Naran and Kaghan, and the experience was even better. Going further up, seeing nature in its full glory at destinations like Siri Paya, Jheel Saif-ul-Mulook, Lulsur Jheel and Lalazar added to the amazed amusement of my family and while all of us were totally engrossed in this, several questions kept popping in my mind being a communications professional. How much efforts have we made to promote tourism in our country? Are we making the most of these scenic locations? Have we marketed ourselves to improve our tainted image in the world?

For image marketing, Pakistan has got an effective and functional tool in the form of the most picturesque sights in the world, yet all we hear about is the presence of militants and their growing control, but never have I heard of necessary security being provided to make our tourism inflows grow.

Quite interestingly, Pakistan is not just a tourism destination for sightseers, but has carved its niche amongst mountaineers, skiers and explorers who come here to scale and explore the highest and the most difficult mountain summits. Pakistan has the virtue of being home to three of the mightiest mountain ranges of the world; Karakoram, Himalaya and Hindukush. The country boasts of five mountain peaks that are over 8000 meters – 26,247 feet – high; twenty nine peaks over 7,500 meters (24,607 ft.) and one-hundred & eight mountain peaks over 7,000 meters (22,966 ft.) above sea level. The number of peaks lying between the height of 4,000 meters (13,124 ft.) and 7,000 meters is countless. Included in this grand list are summits like K-2 also known as Mount Godwin-Austen, Nanga Parbat ranked eighth in the world; the Gasherbrum group of peaks located along the Karakorum range in the Gilgit-Baltistan region and bordering Shaksgam Valley of China with peaks ranked eleventh, twelfth, thirteenth and seventeenth highest; Rakaposhi, a peak that is seen surrounded by mist most of the time, ranked twenty seventh and is one of the most beautiful as well as tallest mountains in the world; and Tirich Mir, the highest mountain of the Hindukush range located in the Khyber-Paktunkhwa region and ranked thirtieth in the world. In addition to this, we are among those countries in the world with one of the most interesting ancient civilizations, diverse cultures and history. The ancient settlements of Mehrgarh, located in the foothills of the Bolan Pass and the earliest known farming settlement in South Asia; the archeological site at Kot Diji, Sindh, which was around before any of the Indus Valley civilizations of Harappa, Moenjodaro and Taxila; as well as the Gandhara civilization that indicates rich cultural history present in the Northern areas of Pakistan along with the Kalash Valley and Baltit, now called Karimabad and home to the Altit and Baltit Forts in the Hunza district of Gilgit-Baltistan; provide some insight into the rich cultural heritage that this country encapsulates.

Yet, all this grandeur remains largely underrated.

I still remember the time from my days at the PR agency when I was handling the account for TDAP – Trade Development Authority of Pakistan, which was EPB or Export Promotion Bureau back then. One fine morning, my boss got a call from Tahir Ikram, the then Chairman of EPB. He informed us that Laou Kapozi, the owner of Harrods, the world’s biggest departmental store, located in London, UK, was hiking at the Rakaposhi summit in the Gilgit-Baltistan region, the northernmost region of Pakistan. Mr. Ikram expressed his desire of wanting to organize an exhibition for him with our support. After quite some efforts we were able to locate Mr. Kapozi and he was courteous enough to visit the exhibition solely organized for him. I will never forget the interest he showed when he visited that exhibition, which was generated due to one person’s sincere efforts that resulted in the right kind of exposure for the country. The million dollar question is; can there be more of such efforts?

Although one may say that we are going through a very difficult lean patch and any efforts to highlight what Pakistan has to offer the world will not bear any fruit, the fact remains that if and when we do come out of our present situation, our sightseeing destinations will be our biggest asset to catalyze this effort. The image building and marketing efforts for this country have to start somewhere and our sites for tourism will provide that starting point for the new marathon that we should and hopefully engage in soon.

The biggest question to ask is; who is responsible for this task? From my experience with the communication industry infrastructure, it is the responsibility of the Ministry of Information to come up with a strategy and work at implementing it. Yet, if I am to keep in mind the importance and magnanimity of the task at hand while suggesting the solution, the formation of a new ministry may be the most beneficial. But do we have the modern day professionals to carry out this task is a question to be asked and answered.

Social media has revolutionized communication dynamics. It has proven that if you are smart enough you can achieve any uphill task without incurring much to the exchequer. What I mean here is that in the future this responsibility should lie with the youngsters of this country who have a command on social media platforms and can use them innovatively to promote any entity or even a country for that matter. With enough number of destinations located all across Pakistan, offering a variety of visual stimuli to prospective tourists, it should not be a difficult task provided there is enough will to do so.

An experienced Corporate Communications, Brand Management, Advertising, Media Management and Event Management professional; Aamir Abbasi is currently the spokesperson for Export Processing Zones Authority. Having worked for a number of blue chip companies, he is also on the faculties of College of Business Management and Iqra University.

Aamir can be reached at abbasi_aamir@hotmail.com

Synergyzing With Dentsu

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An interview with Koji Watanabe, Managing Director, Dentsu Middle East & Africa

Koji Watanabe recently paid his first visit to Karachi, Pakistan to take the relationship between Dentsu Aegis Network and Synergy Group to the next level. The visit was another development in the rounds of discussion that took place earlier this year during the visit by Michael Nederlof, Regional CEO, Dentsu Aegis Network. Synergy Group and Dentsu Aegis Network partnership started off 2 years ago when Synergy Group’s media buying house Synchronize got affiliated with Carat, the media buying specialist of Dentsu Aegis Network. During the last visit, Dentsu Aegis Network decided to gradually launch its various business units in Pakistan in partnership with Synergy Group. This particular visit by Watanabe further cemented this ambition by discussing opportunities in creative and digital services.

Synergyzer had the good fortune of meeting the man himself, Koji Watanabe, and hear in his own words what he thinks about Pakistani market and what future prospects he is considering in partnership with Synergy Group. But first things first, let’s look into his professional background:

Koji Watanabe is the recently appointed Managing Director of the advertising agency, Dentsu Middle East & Africa. In his new role, Watanabe will take charge of account and product management for Dentsu’s clients in all of the 54 MEA markets including Pakistan and look to employ the global network’s synergies within the region.

Watanabe has been with the network for over 20 years and joins Dentsu Aegis Network MENA from his native Japan, having previously spent extensive time in Dentsu Alpha in Vietnam as well as in the Philippines.

As Managing Director, Watanabe will look to expand and build Dentsu MEA’s client base, especially with Japanese clients looking to expand into the Middle East and Africa region (Pakistan is a part of this region), as well as local brands in the region.

“Firstly, I’m thankful to Synergy Group for giving us such a warm welcome and wonderful treatment throughout our stay in Karachi. My first visit to Pakistan has been exciting and memorable to say the least. I was accompanied by my two other Japanese colleagues to discuss with Synergy Group’s management how we can expand our services in the Pakistan market in terms of creative and digital.

As far as the global industry is concerned, it has progressed in terms of both technology and creativity. Globally, advertising is moving from the traditional model to a digital model predominantly because the number of consumers using digital media is increasing every day.

The Pakistan market is also changing rapidly and there’s high potential in it. From what I’ve heard, both 3G and 4G is now available in Pakistan which is great news and this is likely to contribute to the economic progress of the nation. With the latest technology at their disposal, brands would like to make better use of digital services and eventually integrated communications in the form of one-window solutions. The introduction of 3G and 4G reflects that the market is ready for innovative solutions in terms of integrated communications.

In terms of work culture, there are many similarlities in Pakistani and Japanese culture. From what I’ve observed, Pakistanis take their work very seriously and they have a high level of professionalism.

Ever since Dentsu’s partnership with Aegis, both companies have learned a lot from each other and have created cultural synergies. Our work culture has become more vibrant than ever. There’s a greater exchange of cross-cultural ideas and in terms of innovation, we’re in a better position to adapt globalization – meaning that we can provide localized solutions backed by global experience. A multi-cultural organization gives you a chance to play on each team member’s strength. Extending our partnership with Synergy Group will also lead to an exchange of culture and ideas allowing both organizations to learn from each other.

At Dentsu, we strongly believe in continuous improvement. It reflects our current business direction. We don’t believe in complacency, we’re always looking for new opportunities and with a passion for greater success. This really sums up our attitude towards work.

Now that we’re in the 2nd phase of collaboration with Synergy Group to expand into digital and creative, I’m sure this will lead to good results in the near future. Following this, we’ll consider introduction of other marketing services as well.

We have already introduced our philosophy of Good Innovation in Pakistan through our existing affiliation with Synergy Group’s media agency Synchronize. Together, we have achieved exceptional milestones as a direct result of this partnership. We want to expand our scope of services in Pakistan to offer more holistic solutions to the clients. It’s about combining all the services together and presenting it to the client as a bundle with a streamlined communications message that is well aligned with the client’s objectives. The idea is to add value to the solutions we’re presenting to the clients in Pakistan by building upon our global practices combined with Synergy Group’s local expertise.

Our relationship with Synergy Group has culminated into combined synergies and both parties realized that with our convergence of creative ideas and resources, we can achieve better results in Pakistan. Pakistan presents high opportunity for us with the presence of both local and global brands, specifically Japanese brands. It is a highly competitive industry. It’s not easy to earn the top agency spot in Pakistan but I’m confident that our combined efforts will give us an edge over other agencies in Pakistan.

While Synergy Group has local insights, we have contemporary ideas so I think our collaboration will compliment both groups. The Synergy Group team that we’ve been working with comprises of some very energetic and talented people. It has been a great learning experience so far for both of us. We have a common work culture and shared values making further collaboration easier. We have a similar business approach and a great pool of resources that we want to capitalize upon.

Initially, we’ll be exchanging ideas and best practices and later on we may also conduct trainings to keep the Synergy team updated with global advertising trends. In terms of digital and creative, we have a lot of unique approaches not only from Japan but all over the world. Dentsu has received several awards at global advertising festivals for its work and we believe that Pakistan market is ready for the implementation of such ideas. We can also modify and create new approaches towards creativity for improvement. I’m sure that the learning between Dentsu Aegis Network and Synergy Group will be two-way and will allow both agencies to take advantage of new market opportunities.

I have plans to visit Karachi soon again to take more concrete steps and offer next level creative and digital solutions in Pakistan with Synergy Group.”

 

Spikes Asia 2014: An Unparalleled Creative Festival!

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By Fasiha Hamid

Spikes Asia Creative Festival is Asia Pacific’s biggest annual festival on creativity, organized jointly every year by Cannes Lions and the Haymarket Media Group and held at the globally recognized Suntec Convention & Exhibition Centre in Singapore. It is an event where trend setters and some of the most inspiring global figures of the communication industry come together to invigorate participants and enlighten them about creative market-winning strategies.

As a marketing student, it has always been a dream to interact with the most influential marketers, and Spikes Asia did it for me. Getting selected to represent Pakistan at the Spikes Asia Creative Academy 2014 clearly ranks as one of the biggest milestones of my scholastic life. It was a valuable opportunity for me to witness how outstanding creative ideas can be turned into powerful actions and to witness truly exceptional standards of digital crafting.

Spikes Asia invited 15 students from the Asia Pacific region to undergo live training sessions from 23rd-26th September based on their academic and personal credentials to learn from acknowledged leaders in creative communications. The “academy” included workshops, seminars, tech-talks and regular classroom sessions. Every session was designed to help develop our creative skills and understanding of the communications business.

A fascinating aspect of the Festival was the opportunity for participants to try out the latest innovations introduced by the likes of Google, Samsung, Apple and Android; the most incredible of them being Google Glass and Google Video Cube. Google Glass is a wearable accessory that has the potential to be the future of smartphones, eliminating the need for them altogether. It can be used while walking and driving easily. The Glass has a touchpad located at the side that allows users to control the device by swiping through a timeline-like interface that displays phone calls, pictures, text messages, videos and weather updates on the screen. It also has Google applications such as Google Maps, Google+ and Gmail; and can take pictures and record videos by following the user’s voice commands. However, the Google Video Cube is an in-browser 3D box that has a different video and audio track on each of its face. We can change the sides of the cube by dragging them to form a combination of audio or videos that we want to hear and watch. These gadgets were very fascinating and fun to use.

More importantly, I got the opportunity to see the best works on creative communications from across Asia Pacific and beyond. I also felt extremely proud to see BBDO Pakistan’s work on such a great platform. Speaker after speaker highlighted the need for clients and agencies to believe in working together, hand in hand, to ensure the delivery of the optimal marketing solutions for clients.

Simply put, agencies must become “design doctors” for brand companies and understand their business – that way they would never disappoint their clients. Exclusive seminars and tutorial sessions run by industry leaders made me realize the need for technology, innovation and graphic designing as essential contributors to the communications industry.

It became clear to me that the world today is shifting more towards virtual displays and online exchange of goods and services, making it imperative for advertising to evolve at the speed of change, and be able to generate ideas that cut across borders and national boundaries. I further realized that today advertising must aim at creating excitement every moment as companies like Twitter and Facebook create special moments for their customers.

I discovered that the key requirement for working in the creative space is to unlock hidden patterns of human behavior. Ten different and surprisingly simple human patterns of activation were added to the knowledge of the participants at the Festival. These included fun, game, gains and losses, choice, interaction, knowledge, perception, personalization, social and emotion.
My curiosity for understanding advertising was further enhanced when I learnt that while metaphors are often used in advertising to bring about change in mindsets, activation serves as a more effective trigger to provoke behavioral change. These triggers are creative ideas that make people act.

Creativity today is about connecting with people’s hearts and minds in new places, spaces, ways and moments. Advertising is no longer about media and channels available – it is about utilizing the right media. Time is precious for people now – they have very little tolerance to engage in the pointless “push to buy” style of advertising. Marketing, therefore, needs to be purposeful and it should add value to people’s lives. The secret is to replace time with “life” in everything and suddenly the opportunity to connect with people becomes much greater.

We all believe that big ideas lead to success but that has become part of history. Besides, numerous big ideas have met with failure. Shaping big ideas into solid communication plans and implementing them well is what succeeds today. Creative gurus attach a great deal of importance to emotion today, as emotion breathes soul into communication.

Another point that was stressed is that brands should remain socially connected with their target audience, and every brand’s communication must fight for “its cause”. The cause may be real or virtual, controversial or consensual, humorous or serious – depending on the insight, the target market and the brand’s core idea. In short, they should translate into meaningful experiences for customers.

To develop an impactful communication idea, “Sabotage/Removal” technique was discussed in which the brand had to destroy or remove one of the existing components of the product, or brand, or company or medium or the world of consumers, in order to be able to attract attention and convey the core brand idea. An example of positive “Sabotage” is the “happiness vending machine” idea from Coca-Cola.

Coke found out that the laborers of the South Asian region like from India, Pakistan and Bangladesh working in UAE didn’t have enough money to be able to talk to their families as much as they would want to. Therefore, the brand created a special phone booth that accepted Coca-Cola bottle caps instead of coins for a free three minutes international phone call, using a part of its brand as currency hence “sabotaging it positively”.

The approach towards great work is now shifting from “big to small ideas”, from “executive creative director curates” to “community curates”, from “social media” to “socially connected ideas”, from “focus on what you do” to “how you do it” and if “content is the king”, then “context is the emperor”. 98% of the success of a commercial lies in “how it ends”. Therefore greater focus should be given to the “punch line” and living up to it.

Students of marketing must keep themselves informed about the latest trends in technology, innovation and ongoing marketing campaigns. To compete in the marketing field one has to be on their toes all the time. For students of the “creative arts” it is imperative that they should be able to present their own portfolios. It is simply not enough to write about their work in their resumes. This will tell people who they are, what they have done, and potentially where they are headed.

The learning sessions at the Festival were generally followed by social networking events, where I met some of the most outstanding leaders of the creative world. Among them were Ted Royer, Stefan Sagmeister, Yonathan Dominitz, Marc Landsberg to name just a few. In short, the Spikes Asia Festival provided me with a fantastic networking experience, where I met diversified people from around the globe, experienced multiple cultures, tried different cuisines that surely broadened my horizon.

By following some of the techniques presented at the Festival, I believe one can change their approach to how advertising is carried out in Pakistan, including more innovation and technology in the communications mix. I know I will definitely try to apply some, if not all of the techniques I have learned from my amazing experience.
The closing session took the aura of a formal graduation ceremony, where outstanding students received certificates from Nalla Chan, Managing Director of Cheil Worldwide, Singapore. As a closing gesture, I would surely like to record my appreciation and thanks to my university, the Institute of Business Management, my sponsor Cheil Worldwide, and Spikes Asia for providing me this brilliant and unforgettable opportunity.

Fasiha was one of 15 students selected by the Spikes Asia Academy to participate in their annual festival in Singapore, in September 2014. A final year student at IoBM, she is pursuing her Business Administration degree and is passionate about marketing and advertising.

 

Rewarding Journey Miles

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Farhan Ahmed, Head of Business and Corporate Communications – Corporate Affairs Department, Standard Chartered Bank, talks about SCB’s newest offering, the WorldMiles Credit Card.

Synergyzer: What are the features of the SCB WorldMiles Credit Card?

Farhan Ahmed: The Standard Chartered WorldMiles Card is the only Credit Card in Pakistan that helps customers earn WorldMiles on any amount spent through the card for travel across the globe. The card lets the customers fly for free on airline and travel class of choice by redeeming miles. It also offers complimentary access to over eighty airport lounges worldwide, dedicated concierge services, one-stop travel solutions, travel insurance, and discounts on entertainment and lifestyle privileges when using Visa Platinum.

Synergyzer: Is the WorldMiles credit card for travelers using international destinations only from Pakistan?

Farhan: The card benefits both local and international travelers. The customer has the option to redeem points both locally and internationally on their airline of choice.

Synergyzer: Since credit cards and consumer loans are disbursed in a very controlled manner and the SCB WorldMiles Credit card is a premium offering, what percentage of population in Pakistan is expected to endorse this card?

Farhan: The WorldMiles Club is an exclusive membership only group that seeks to attract a select priority clientele with travel interests. It is hard to attach the offering to a certain percentage of the population. With travel seen as a rising spend category amidst our customers, we hope this proposition is able to fulfill needs of both our existing and potential customers.

Synergyzer: Who is the intended target audience for this card?

Farhan: Our intended audience is priority customers with distinct travel needs: Those who have families or businesses abroad or travel for leisure and are spending an increasing proportion of their incomes within the travel category.

Synergyzer: What are the demographics and psychographics of the intended target audience?

Farhan: We are looking at Gen X males and females generally between the age of 30 and 50, both salaried and self-employed with average incomes of Rs. 200,000 located within tier 1 cities. These are customers on the go, with frequent travel needs, and have had long standing strong banking relationships that entitles them to exclusive privileges from the bank.

Synergyzer: How have you promoted this card?

Farhan: We launched the WorldMiles card on October 22, 2014 at a studded launch event in Karachi attended by some of our very valued priority clientele and media and marketing guests. We also held gatherings in Lahore to promote the card with our existing and potential priority clientele. You must have seen our branding at the Karachi and Lahore Airports. We have also marketed through print and television media and more is to follow. The card comes with a welcome bonus of 10,000 complimentary miles for new credit card customers.

Synergyzer: What are the mechanics of the point architecture system?

Farhan: For every Rs. 40 spent, the customer earns one reward point i.e. WorldMile.

 

Opinions of A Seasoned Hotelier

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Jan Verduyn, GM – Karachi Marriott Hotel, emphasizes the importance of a well-developed  tourism infrastructure for the survival of hospitality and travel businesses in Pakistan.

Synergyzer: Give us some details about yourself and your career.

Jan Verduyn: I was born in Ghent, Belgium during the post war era. My friend owned a restaurant there, which developed my interest towards the field of hospitality and hotel management. Hence, I got my qualification in the field, then worked in Brussels – the capital of Belgium – for a while, which I left in the late seventies and joined a major American hotel chain. So far I have worked with numerous hotels and resorts, both large and small, in fourteen countries around the world and Pakistan is currently fifteenth where I am working with the Hashoo Group.

Synergyzer: Give us some details about the Hashoo Group.

Mr. Verduyn: Hashoo Group was formed in 1960 by Mr. Sadruddin Hashwani and it diversified into the field of cotton trading, oil and gas production, IT, minerals, ceramics, pharmaceuticals, travel and tourism, real estate, commodity trading businesses and hospitality.

The group started services in the hospitality sector in the late ‘70s and early ‘80s with the Holiday Inn franchise, which was later changed to Marriott, and built hotels in Islamabad, Karachi and later in Bhurban and other areas of Pakistan. Currently, Hashoo Group operates the Marriot Hotels and Pearl Continental Hotels franchises in various cities of Pakistan along with Hotels Limited, Hashoo Motels, and Hotel One by Pearl Continental. Having more than nine properties with three new ventures lined up, Hashoo Group is the largest hotel group and investor in this sector in Pakistan.

Synergyzer: How was the American hotel industry different from the hotelier business in Europe back when you joined your first American hotel chain?

Mr. Verduyn: The Americans have refined the hospitality industry by introducing methodical management systems and control procedures that allows any hotel business to run at the large scale. On the other hand, hospitality was more of a family business in Europe where hoteliers would turn their personal estates and palaces into hotels and although were keen on the personal touch that would provide to hospitality, it would limit the business from expanding, in turn. Hence, I left Brussels and moved to an American hotel chain.

Synergyzer: You have been with Marriott Pakistan since January 2013 when you joined as GM – Marriott Islamabad. What are some of the measures that you have taken to standardize the Marriott chain in Pakistan?

Mr. Verduyn: I introduced international benchmarks for revenue management and marketing as well as hotel services to bring Marriott Pakistan at par with international standards. I want our patrons, especially investors, coming from abroad to experience service innovations and facilities such as Wi-Fi, LED televisions in rooms, HDMI connections; i.e. every facility that is present in standardized hotel chains internationally. We have worked on creating seamless interaction with guests and have made ourselves available on mobile apps through which check-ins can be carried out from elsewhere to save the guests’ waiting time. We will also be launching ourselves on the Red Coat Direct mobile app which will allow guests to place real-time orders like ordering for room service, asking for an additional laptop if in a meeting at our premises etc.; through their smartphones.

Synergyzer: What is the occupancy goal of Marriott?

Mr. Verduyn: The aim for yearly occupancy at Marriot is set at 78% however the percentage varies throughout the year; it is high during winter and spring and low during Ramadan and summer.

Synergyzer: Who are the main occupants?

Mr. Verduyn: Most of the occupants are from the corporate sector, specifically Karachi, Lahore, and Islamabad. These are ‘domestic corporate travelers’ who reside in Pakistan and travel across these corporate hubs, like NGO’s and pharmaceutical employees. Meetings, conferences, and other corporate events also play important roles in hotel occupancy. Other occupants include expatriates living abroad who are here to visit families.

Because of a comparatively higher amount of corporate travel, room occupancy is higher during weekdays and lesser during weekends.

Synergyzer: What about international travelers?

Mr. Verduyn: There are at most 25% international travelers at the moment due to the security and law and order issues, which I believe is the case with most hotels. These 25% are mostly from the Middle East or neighboring countries. In the past few years, travelling has reduced to the Northern areas of Pakistan, affecting our overall business. Currently, we have to rely on domestic travelers who do not really contribute towards the growth of this industry.

A stable and secure environment is necessary to attract more investors and make way for new organizations as well as realize the actual potential of the tourism sector of Pakistan.

Synergyzer: How is tourism and hospitality management different for local and international tourists in Pakistan?

Mr. Verduyn: The local traveler in Pakistan works on the relationship mechanism i.e. if someone regularly stays at a particular hotel or knows someone who works at the hotel, they will ask for discounts. Also, they want to pay the same rates as they paid earlier, which may have increased.

International travelers, on the other hand, look for online bookings and getting different rates in different seasons i.e. higher rates in a busy season or when an international exhibition like IDEAS Pakistan is going on and lower rates when there are lesser occupancies.

Synergyzer: Labor wages and commodity prices are comparatively less in Pakistan. Why do you want to bring the prices at par with the international market?

Mr. Verduyn: Although labor is less expensive, their efficiency and productivity is not at the same level as labour worldwide neither are there tools available to deliver the same services. Also the guest dependency on service staff in Pakistan is higher hence I need to hire more staff to deliver services effectively. Also, energy costs are high here too.

Synergyzer: Why do you think we have the same hotels in Karachi since a very long time?

Mr. Verduyn: Building a hotel requires sufficient funds. At present, it is difficult to turn a business into a profitable enterprise as the Return on Investments (ROI) is low and comes in very slow, basically due to the instability in Pakistan. When you invest in a hotel then you usually have to wait 3 to 4 years for that project to start generating revenue, but if the demand is not there then it is difficult to pay back bank loans. Hence, investors are more interested in other options that can earn them profits easily versus building hotels.

Synergyzer: Does the government provide the hotel industry any support?

Mr. Verduyn: Hotels like Marriot are institutions through which the government earns taxes. Yet, I wish there were some tax holidays or incentives given to us, which will eventually result in growth and more investment in this industry, which will in turn create opportunities for employment and improve infrastructure.

Synergyzer: Considering that Pakistan has a number of destinations with scenic, historical and cultural significance; how should tourism be developed in the country?

Mr. Verduyn: Firstly, there needs to be security measures taken and an infrastructure for tourism through which places for lodging as well as visiting should be developed on international standards that are accessible through a sound transportation system.

For instance, an industrial and financial hub like Karachi should have places for more weekend tourism. Weekend tourism is city or regional tourism in which travelers carry out city trips over the weekend and visit places of specific interest like museums; art fairs etc.; take guided tours to places of historical or cultural importance; or simply carry out recreational activities like boating, hiking, scuba diving, other beach activities; shop and dine.

There should be more cultural islands developed and promoted for tourism like the Taxila or Gandhara civilization areas, the Makli necropolis or the ancient forts.

Synergyzer: What is your opinion on training and development opportunities for the hospitality sector in Pakistan?

Mr. Verduyn: What people in Pakistan need to realize is that the hotel industry is much more complex than just preparing and serving food. It’s a complete industry and requires all such technical skills for functions like production, marketing, finance, public relations etc. to be in place, if it has to succeed.

Hence, the government should work to get more hotel management schools established in the country as there will be a greater requirement for skilled talent in the coming years, especially if international franchises are to be maintained or brought in. I also encourage individuals interested in this field to visit the Middle East, particularly Dubai, and if possible, Europe to see how standardized work is carried out, gather more vision and increase their exposure.

Having said that, it is our duty to teach and train young individuals who want to be a part of this industry and encourage them to use new ideas, take lead and learn from circumstances to face challenges.

Synergyzer: How well regulated do you believe is the tour operations business in Pakistan?

Mr. Verduyn: Again, since the country does not have much tourism, there is a lack of competition. A competitive environment raises the bar automatically. More importantly, standards need to be appointed in the industry with checks and balances carried out on operating businesses.

Also, travel agency and tour operations businesses have to be licensed to be in operation, which makes them more authentic.

In the current circumstances, unlicensed operators have been known to under-deliver, due to which tourists and travelers avoid them, which will eventually make it difficult for them to survive in the long run.

Synergyzer: What do you think is the utmost requirement of the hospitality industry at the moment?

Mr. Verduyn: Dynamic sales and educating local customers to utilize online bookings more. Currently, only 5% bookings are carried out online, which delays procedures. Also, accommodation pricing needs to be upgraded according to international methods, whereby hotels can change pricing throughout the day, week or month based on when the bookings are higher and subsequently, provide lower rates during slow seasons. Lastly, the banking sector should localize the concept of plastic money, i.e. online use of credit and debit cards, which will in turn make hotel procedures much swifter.

Lahore: Not Just For Travelers

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Compiled by Sameera Ehteram

There is no dearth of travel destinations in Pakistan. In fact Pakistan can easily be a dream destination for any traveler, except for Lahore.

Lahore is not a city for travelers; it’s a city to visit. Hence it is for visitors.

People who visit the city are welcomed, embraced, taken care of, entertained and bid farewell with tears, memories, life long memories, new friends and promises of future visits.

What’s more; there’s magic in the city air. One cannot be, but enchanted by it. It’s one of those metropolises in the world with a thriving history not only embedded in its past, but flourishing in the current era as a city of steel and concrete.

What You Get to Experience in Lahore?

These Three images say it all.

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Source: Tumblr, Location: The Mall

Source: Tumblr, Location: Lahore Fort
Source: Tumblr, Location: Lahore Fort

Source: Tumblr, Location: The Old City
Source: Tumblr, Location: The Old City

Chic malls, fashion savvy people, a pretty decent traffic system, an impressive Metro bus system are the modern day highlights of this city of Mughals with its impressive 11th Century Shahi relics, 16th Century architecture and 19th century relics of the Sikh rulers. Put these all together and you get the exotic city of Lahore.

Worth Visiting in Lahore

Lahore Fort

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There is no place like the Shahi Qila or the Lahore Fort to take a trip back in time. The faded grandeur bespeaks the splendors of the glorious past. Looted and plundered by those following the Mughals, it is a hint of its former glory; yet still stands magnificent in its breath-taking beauty. A walk through the fort enables one to envision what the courtly lives of the Mughals would have been like centuries ago. Words cannot describe the enchantment of the Sheesh Mahal (Palace of Mirrors), the Deewan-e-Khas and Deewan-e-Aam (the courts for the nobility and the public) and the acres of gardens paved with ancient stones and lined with lush flower beds and beautiful fountains.

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Badshahi Mosque

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The Badshahi or the Royal Mosque is an intriguing as well as impressive piece of architecture that dates back to 1673. The second largest mosque in Pakistan after Shah Faisal Mosque in Islamabad and the fifth largest in the world can accommodate 100,000 worshipers at a time.

The huge mosque was designed with mind-baffling engineering and didn’t require any microphone or other sound technology for the sound of prayers and religious addresses to reach far and wide.

Shalimar Gardens

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The Shalimar Gardens were built by the Mughal emperor Shah Jahan and cover an area of approximately 80 acres. The stone boundary, the terraces and the intricate layout of the fountains is a sight to behold. The magnificent gardens were Shah Jahan’s replication of the exotic gardens of Kashmir.

The Gates of Inner City

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In the Mughal days, the Lahore’s Old City was surrounded by a 9 meter high brick wall that had 13 Gates that gave access to the great city.

However, only 6 of those gates exist now. The Raushnai Gate, or the “Gate of Light,” the Kashmiri Gate facing Kashmir, the Lahori Gate, the Khizri or the Sheranwala Gate, the Dehli, Mochi and Bhatti Gate are just a few of them.

The Mausoleums of Jehangir and Noor Jehan

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Just outside the city of Lahore is the tomb of Noor Jehan (Light of the World), one of Mughal era’s most famous women.

Surrounded by Mughal gardens, this building of red sandstone is worth a watch and leaves one wondering about the life and times of the great empress, the beloved of Mughal Emperor Jahangir.

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Within the large walled garden of Noor Jahan lies the King himself. Though stripped of its former glory and the precious adornment by revelers like Lahana Singh, Maharajah Ranjit Singh and Sultan Muhammad Khan, it is still impressive and awe-inspiring.

Minar-e-Pakistan
Though built in the 20th century, the minar or the tower has great historical value as it is a monument to the memory of the Pakistan Resolution, passed on March 23, 1940 which was detrimental in the creation of Pakistan.

Wazir Khan Mosque

Mosque Wazir Khan, Lahore

Situated in the old part of the town, off Kashmiri Bazaar is by far the most beautiful Mosque in the sub-continent. The mosque contains some of the finest examples of Mughal era tile work.

Wagah Border

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The border between the once united India and Pakistan is not only one of the most sensitive border areas but one that attracts many sight-seers as well. It is also the only road border crossing between the two countries. It lies on the Grand Trunk Road between the cities of Amritsar in the Indian Punjab and Lahore in the Pakistani side of Punjab.

It is particularly known for the elaborate Wagah Border ceremony that happens at the border before sunset each day.

Shrine of Daata Sahib

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One of the main and most revered attractions of the lively city is the shrine of Daata Sahib, Abul Hassan Ali Hajvery commonly known as Daata Ganj Baksh, a great sufi saint.

Attached to the Shrine is a beautiful mosque. Visitors from far and wide as well as all religions and castes come to the shrine that is famous not only for its spiritual experience but also for the dhamal (spirited whirling dance of the malangs or devotees of the shrine.

The Cultural Experience
Lahore isn’t called the cultural heart of Pakistan for nothing. It hosts most of the arts, cuisines, festivals, music, film-making, gardening and intelligentsia of the country.

For visitors the possibilities of experiencing the colors and culture, especially the food and festivities is a foregone conclusion. The locals love their food and if there is anything that surpasses their love for food is their hospitality.

The Food Experience
There is no dearth of well known eating establishments in the city. But when it comes to the cultural experience of it, two places stand out the most:

The Colorful Food Street

Px20-056 LAHORE: Jan20 – A view of beautifully illuminated new Food Street which will be inaugurated on Saturday 21st January at the back side of Lahore Fort. ONLINE PHOTO by Malik Sajjad
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LAHORE: Jan20 – A view of beautifully illuminated new Food Street which will be inaugurated on Saturday 21st January at the back side of Lahore Fort.
ONLINE PHOTO by Malik Sajjad


Lahore’s Food Street situated in the Gawalmandi area is the hub of Pakistani food and architectural glory. The street is surrounded by centuries-old buildings and places like landa bazaar, Mayo Hospital and Baansan-wala Bazaar, a monument to Kashmiri- Persian architecture. Visitors are advised to enjoy the traditional Hareesa, Chapli Kabab and Qulfi there.

Cooco’s Den

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Located opposite the Badshahi Mosque and the Lahore Fort, Cooco’s Den is not just a restaurant but a historic experience as well.

Apart from a food experience that can be any food lover’s dream come true is the surrounding scenery especially at night with the grand Badshahi Mosque lit up, the view from the roof top is breath taking. Owned by a famous local artist Mr. Iqbal, the building itself is a traditional eyeful laced with local artifacts and paintings by the artist himself – indeed a mini museum.

The Tawa Chicken, Mutton Chops and desserts there are highly recommended.

Festivals

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Visitors lucky enough to be visiting the city in season for various festivals like Basant or Spring Festival, held during February and March; the Mela Chiraghan or Festival of Lights, a three day annual festival to mark the death anniversary or Urs of the Sufi poet and saint Shah Hussain in Baghbanpura, old city; and the famous Horse and Cattle Show held in November each year are bound to be experiences to last a lifetime.

Always finding fulfillment in writing, Sameera started writing full time in 2012 after 8 years as a content producer at a local TV channel. Her passion for writing coupled with the habit of always saying what is on her mind makes it a perfect career change. She can be contacted at sameeraehteram@gmail.com 

 

A review of the Olumpus OM-D E-M10 Camera

The European Imaging and Sound Association (EISA), an organization representing fifty leading camera, imaging and audio magazines in twenty European countries, recently awarded Olympus Imaging Corporation the EISA’s ‘European Consumer Compact System Camera 2014-2015’ award for two of its successful products as a result of their affordability yet having cutting edge technology. These products are the company’s highly performing camera and lens; the OM-D E-M10 and M. Zuiko Digital ED 12-40mm f2.8 PRO, respectively. The camera built to provide higher standards of image quality along with its ergonomic shape has created waves in the market.

The OM-D E-M10 camera, the latest model in the OM-D series, is a Wi-Fi enabled gadget that allows remote control and easy file transfer to smartphones and laptops. It is built with the option of focus peaking – a real time facility in cameras that shows the displayed scene’s areas in focus and balances the image in the viewfinder – while the 3-axis image stabilization option enables user friendliness for photography enthusiasts and professionals alike. The 3-axis image stabilization option manually compensates for rotary shifts while also taking account of vertical as well as horizontal angular shifts.

A few other prominent features include a 3-inch, 1.04 million dot LCD touch screen, a built in flash and twin controls and accessibility of pictures through the Olympus share app. The shutter lag is only 0.062 seconds and reaches 8 fps in sequential shooting mode which means you can take 8 photos per second.

Though not meant for the casual snap shooter, some specifications are implied invitation for budding photographers. From auto mode to control over shooting settings, photographers have a diverse range of options as to how they want to go about using the light-weight camera as it possesses all compact benefits of Micro Four Thirds (MFT) – a standard created by Panasonic and Olympus for interchangeable lens oriented digital cameras that has allowed the companies to design smaller lens and bodies – along with certain SLR features such as the viewfinder and direct control.

With an excellent low light performance, the 16 mega pixel sensor has a superb auto white balance (AWB) with which the camera monitors light absorption. However, it has a tendency to over-sharpen the shots taken at times.
Overall, OM-D E-M10 is a DSLR experience in a much smaller and lighter body. Priced at Rs. 69,900, it offers greater value for money as compared to other brands.

  1. Zuiko Digital ED 12-40mm f2.8 PRO, meaning professional, features a constant aperture of f2.8 alongside an interchangeable lens which adapts to the Micro Four Thirds System standard. According to the EISA jury comments, being Olympus’ first PRO lens for this system, the camera is affordable for the enthusiast photographer as well. It’s a wide angle lens to a portrait zoom one that is compatible with the said system while the 12-40 mm focal length provides a 35 mm equivalent field view of 24-80 mm. The f2.8 aperture (that refers to the opening of a len’s diaphragm through which light passes) assists in providing high performance and sharp images even under low light and depth of field control throughout the zoom range of the lens. Depth of field control means to focus on the image while maintaining image quality between the furthest and the nearest object. It maintains clarity, color reliability and an overall image sharpness through the High Definition lens elements that enables reduction in chromatic aberrations – any lens’ failure in focusing all colors to the main point of convergence – and distortion. Moreover, the lens facilitates capturing fast moving subjects through a high speed imager AF linear motor drive system, an electronic motor that is powered by an ultrasonic vibration that leads to fast and quiet focusing performance. To add to these immaculate features, a manual focus allows quick and seamless shifting between manual and auto focus control while the dust and freeze proof construction is tailored for extreme conditions.

Every year, European Imaging and Sound Association selects exceptional products and technologies from an extensive range of audiovisual product categories. Awarding products since the past 32 years, the entity has made its mark in getting competitive devices their much deserved position in the market. 2014-15 marked the year of celebration for Olympus OM-D E-M10 in the camera category in recognition for it’s unique body with excellent, cutting edge features.

 

 

Dramarama

By Omair Faizullah

In a news report published around late August 2014, Paresh Rawal, the great Indian actor seems to think that ‘Pakistani TV dramas are superior to the content being aired on Indian TV screens’.

That’s quite a compliment really. An exaggerated compliment, but a compliment nonetheless.

I’m sure the statement led to a lot of chests being filled with pride and the TV drama industry claiming that finally their art has been acknowledged by an Indian star.

Ironically, our measure for quality and success is limited to being compared with Indian media, only, and it takes a Bollywood star’s admission about what we have been saying all along to set it in stone, only(!). But let’s face it; there just may be some truth to what Mr. Rawal has said. Some truth mind you – the rest is the friendly politick of buttering. Because quite honestly, I really don’t think Mr. Rawal has the time or inclination to really watch the present crop of drama we are passively glued to via our TV screens. I’m guessing that Mr. Rawal’s exposure of Pakistani TV drama is limited to the golden age of PTV.

Let’s just pause for a moment and listen to the sounds of whales mating and sad string music for a few minutes in memory of PTV (1964 – 1996).
RIP.

FUN FACT

It is said that a sizable chunk from the early days is no longer in existence. Petty politics and the lack of any sense or need for preservation has rendered the archives into molten, rotting plastic tape. But fear not, all hope is not lost – I hear the metal spools are still intact.

So PTV and its brand of drama – the ones Paresh Rawal was really talking about – died around the mid 90’s. It got consumed by the gradual expansion of televised media, satellite dishes, Indian television and the introduction of cable. Technology and globalization essentially changed what we considered entertainment and drama serials. So instead of developing our own brand of TV drama, we fell victim to “inspiration” and started replicating the style of drama being practiced on the other side of the border. A multitude of forgettable soaps were produced and aired. Long drawn out productions, lacking the intelligence or art that we were used to, ended up severely diluting not just the content on air but also our collective wits. Large production companies were set up to produce stories that contained absolutely no reflection of either our society or culture. For some time, almost every production company who could afford, was taking trips to foreign lands and shooting inane stories that meant and led to nothing. Our popular culture was riding the gravy train from across the border. Everyone was glued to watching Indian dramas produced, written and acted in by Pakistanis.

Such is the influence of popular culture when rightly exported: It has the capacity to change an entire art form.

In this case, the Indian style of storytelling started overpowering our own indigenous style. Our popular culture shifted from telling stories of grand prison escapes (Jangloos, 1989), hilarious Monty Python inspired sketch based shows (Fifty Fifty, 1980s) and Islamic history (Akhri Chataan, 1970) to telling stories about Saas-Bahu and depressed couples desperately trying to fall in love with each other. Innumerable local pop culture icons and actors slowly and gradually disappeared – eventually, most of them resurfaced to pretend act repetitive characters in the present cra
crop of dramas.

So then, we gradually realized, ‘Hey this is not going anywhere – people are still watching Indian TV – perhaps it would be good if we did something on our own and put an end to this “inspiration” that got us to a dead end
’

As a consequence, we shifted our stance, our direction, our writing and our production. We decided that we wanted to shoot outside our country. Scripts were written, actors were hired and we flew crews out to foreign locales and started shooting there. This led to another dilemma that no one seemed to notice. Everything was the same. Everything was shot the same way. We had a very limited number of actors acting the same roles. There was no difference of characterization from one drama to another. Even the serial names were almost the same. Surely there were exceptions but those got lost in the crowd instead of standing out. And the audience, with nothing better to watch, kept on consuming what they were being fed – along with a healthy dose of Zee and Star Plus on the side.

Then came the fateful day that Humsafar was aired. The drama was a huge success; it was the game changer everyone had been waiting for. Humsafar essentially laid foundation to the present love triangle formula. But its impact fell flat. We diluted the change ourselves by everyone wanting to produce another Humsafar.

This brings us to the present state of drama serials which, honestly, is not too different from what it was some years back. Almost every local drama is based on a love triangle. The formula has been defined and is being followed to a tee. Even the comedy serials we produce have played out their shtick and become repetitive beyond measure.

Two guys, one girl. One guy, two girls. At least one of them evil or psychologically disturbed or poor with an extended cast that either supports them or wants them to lead loveless lives. All the actors play the same characters in every drama, they act the same way, they even have the same makeup and they all love the same people they love in the other drama of a different name. Got to love the love here.

High production values, great locations, excellent editing but hollow, hollow content. And let’s not overlook the names they give these serials. In case you’re not aware of it – just do a search for “metal band name generator” on the internet. It seems like someone in the drama business (after much thought) has developed code for a “Pakistani drama name generator” and that is where ALL our production houses go to when in need of a drama name.

Honestly, what I find way more interesting are those re-enactment shows being aired during the day on news channels. Sure, they have unknown horrible actors, sad production values, amateur direction but for some reason, they are all well edited. Fabricated or not, at least they have interesting stories. Murder, intrigue, mystery and more than anything, a semblance to the reality of our society. And they do it all in a single hour. They develop their characters, their story and the conclusion in less than 60 minutes, and they manage to pull off a different story with new characters in every single episode. Seriously, the serials need to take tips from these pieces of art.

Then there are the Turkish dramas. Why are they such a success? Why does the audience prefer them to our own dramas? To cut it short, the answer to both these questions is – they are better. The stories are better, the acting is way more convincing and the producers, writers and directors actually understand character development and narrative progression. Surprise, great Pakistani production companies; our people actually understand what is better and can differentiate between good content and bad. To put it simply, dubbed Turkish dramas would not have had the impact they have had if the locally produced content was actually any good.

Which brings us to


Why must our industry keep looking at sources of inspiration that are outside our context than what is right in front of our eyes? Why is it that all we want the people to watch is sordid love triangles? Why is it that we keep feeding them stuff that they have seen over and over? Why is it that we keep conforming to set formulas instead of developing new ones? Where did all the experience-rich resources of our golden age disappear? Why did they not successfully transfer their knowledge pool? Why is there no discourse – academic or otherwise – on the state of our popular visual culture?

It is very difficult to point the finger at a single instance. The degeneration of an art form is something that is next to impossible in the rest of the world, but we as a nation, have somehow pulled it off.

I think more than anything, the blame falls on the shoulders of the producers, writers and directors. Are they beyond self-analysis? I mean really, can they not see what they have done to the legacy of drama here?

Every time I think and write about the state of popular culture in Pakistan, I’m left with more questions than answers. They say “Pakistan mein talent bohat hai, magar resources nahin hein”. I humbly disagree. The statement no longer holds true. The age of information has made everything available to us. Any resource that we want, we can have from around the world. We can import external talent if we have the money but we simply cannot generate or cultivate indigenous talent. No wonder we keep running around in circles or in this case, love triangles.

Omair Faizullah is a designer and strategic communication specialist. Omair can be reached at whomair@gmail.com

 

MEDIA-TAINMENT

By Sameera Ehteram

Television is a medium of information and entertainment. Yet there is a prominent leaning curve towards the influence of sponsors and brands. While surfing through channels there is one thing in common that you’ll observe; advertisements – before, after and between, all the shows that air.

Pakistani television is no different. No show, whether entertainment or news based, is without its allotment of commercial messages (read persuasive attacks of visuals and sounds) by beauty products, food and beverage makers, telecommunication, textile, footwear and even pharmaceuticals.

The excessive interruption in the transmission in the form of commercials may irritate most viewers; however, it’s also something held synonymous with television programming. These commercials translate into bread and butter for the channels, hence ‘the more the better’ is understandably the motto. Not to be blamed, except this trend has ruined television programming as we know it.

How the monster was created 2002 onwards, when private electronic media started burgeoning in Pakistan, there started a race for brands to get their products visible and accessible to the masses via modern means of communication.

Channels had their heyday. Brands were betting over each other’s heads to get prime spots for their products’ promotion. Mere seconds of transmissions were being sold for hundreds and thousands of rupees, and prime time slots were way more than that.
Brands and companies bidding for air time gave incentives to channels as well as channel owners and sales and marketing individuals. Hardly half a decade later, things started changing and channels expanded from being a few dozen to scores. The sponsors now had more options to showcase and promote their products. As the tables started turning, newer channels vied for branding, competing head to head with the older ones, despite the latter being more established and stalwart.

Now, instead of the sponsors going after airtime, it is the channels running after brands to pay for their airtime. The wind changed, the tables were turned and the seducer became the seduced.

How brands took over content
Fast forward to 2014 and the channels are seen bending backwards to please those who are aware of this strategy.
Channels are bound, hand and feet, to please sponsors and advertise their brands on the airwaves. The wishes and whims of these sponsors influence the selection, shaping and framing of content. Even news channels now seem to have the additional duty to ensure a favorable political climate for their business concerns.

Modern day private media is commercial media, earning most, if not all of their income from the advertisements they get. The influence of corporate advertisers on media has become apparent over the years. Media outlets shiver at the thought of an unhappy sponsor and do not shy away from shaping their content to attract a suitable audience.

Whereas in the past, shows were planned, created and produced by the television teams consisting of producers, directors and technical staff before marketing and sales departments got involved, most of the prospective shows are now discussed with major advertisers, who review script treatments and even suggest changes to the content.

More and more sponsors are now at liberty to call the shots since they are
A: Footing the bill
B: Can easily go to the competitor if displeased

The victim is content including journalistic objectivity. Yes, even so called ‘journalistic objectivity’ comes in question in the race to make money, newsworthiness often gets determined by stories that will bring more viewers and hence more traffic. Bad news sells: Tune in to a news channel and all one gets to see is death, destruction and plunder.
Imagine surfing through television channels, and coming across a scene showing a field with people working on it, another one showing people enjoying themselves in the snow and a third scene with a building engulfed in flames. Which one will you stick to?

To attract both viewers and advertisers, television news must be credible. Protecting the integrity of the news product has become increasingly challenging, however, as stations seek new revenue sources in a difficult economic climate, good content and a channel’s economic goals can sometimes conflict.

So what we see today in the name of television are:
1. News bulletins riddles with adjectives, and carpeted by sensational music, including trendy Bollywood tracks and graphics to attract viewership. The line between news, journalistic objectivity and entertainment is becoming dimmer every day.
2. Nary a talk show without controversy and sensationalism.
3. Highly sponsored shows throwing brands left, right and centre; over powering and even replacing content and quality.
4. Trends like crime shows, reality challenge shows, morning shows etc. done and beaten to death across all the channels.
5. Does not matter if half the country is fighting natural calamities and sectarian violence; morning shows are bound to shove the likes of wedding weeks, witch hunts, dubious ‘men of God’ performing exorcisms live on air – down the viewers’ throats.
6. In a country that has over 50 channels on air, imagine seeing the same 24 faces on every one of them, every single day of the year. Provided, if X is trending or has given a hit, that person eventually must be in every soap, advertisement and morning show.
7. There is no such thing as subtle advertising. In-your-face-buy-it-now seems to be the call of the day. Special occasions like the Eids, Independence Day, Valentine’s Day etc. have such highly sponsored transmissions that the content and even the channels’ own brands and the occasion feel gets lost in the process.

The examples can go on yet they continue to point in one direction: Advertisements may have given the channels their bread and butter and hence a motivation and ability to progress and succeed; but have eroded content, objectivity and quality entertainment in the process. What we need to see is not assembly line content rather purposeful stuff which has an objective.

Being a strong believer in content being king, Sameera has watched the unfortunate influence of sponsors on programming with dread and apprehension. Yet, always finding fulfillment in writing, she started writing full time in 2012 after 8 years of working as a content producer for a local TV channel, She can be reached at sameeraehteram@gmail.comÂ