PMBA

Management Policy & Practice

Optimedia Pvt Ltd (Kinetic Pakistan)

Ali Shaharyar Shigri

Hira Amin

Saman Khalid

Maham Gul
Contents
Company Overview ........................................................................................................................................................................... 4
Vision ........................................................................................................................................................................................... 4
Mission & Objective ..................................................................................................................................................................... 4
Our Presence/ Strength ............................................................................................................................................................... 4
Management................................................................................................................................................................................ 4
Group Management ................................................................................................................................................................ 4
Key Executives ......................................................................................................................................................................... 4
Strategy adopted ......................................................................................................................................................................... 4
Transparency ............................................................................................................................................................................... 5
Clients .......................................................................................................................................................................................... 5
Industry Overview ............................................................................................................................................................................. 6
Management Functions/Goals ......................................................................................................................................................... 7
Organization Culture ......................................................................................................................................................................... 8
SWOT Analysis .................................................................................................................................................................................. 8
Strengths ...................................................................................................................................................................................... 8
Weakness ..................................................................................................................................................................................... 8
Opportunity ................................................................................................................................................................................. 8
Threat........................................................................................................................................................................................... 9
Internal Environmental Challenges ................................................................................................................................................... 9
Suppliers ...................................................................................................................................................................................... 9
Printing & Fabrication ............................................................................................................................................................. 9
Innovation in Product .............................................................................................................................................................. 9
Operational Challenges ........................................................................................................................................................... 9
Customers .................................................................................................................................................................................... 9
Change in management .......................................................................................................................................................... 9
Category exclusivity .............................................................................................................................................................. 10
Financial Position .................................................................................................................................................................. 10
Competitors ............................................................................................................................................................................... 10
Constant threat ..................................................................................................................................................................... 10
Data, Technology & Innovation ............................................................................................................................................. 10
Client Servicing ...................................................................................................................................................................... 10
External Environmental Challenges ................................................................................................................................................ 11
Political and legal ....................................................................................................................................................................... 11
Government Intervention ..................................................................................................................................................... 11
Election Season ..................................................................................................................................................................... 11
 Political Instability ................................................................................................................................................................. 11
Technological Dimension ........................................................................................................................................................... 11
Rise of Digital Streamers ....................................................................................................................................................... 11
Promise of Programmatic buying .......................................................................................................................................... 12
Audience Measurement & Media Insight ............................................................................................................................. 12
Economics .................................................................................................................................................................................. 12
Taxes ..................................................................................................................................................................................... 12
Skilled Labor .......................................................................................................................................................................... 12
Increased Investment ............................................................................................................................................................ 12
Load shedding ....................................................................................................................................................................... 13
Industry uncertain or complex ........................................................................................................................................................ 13
Diversity .......................................................................................................................................................................................... 14
Human Resource Development ...................................................................................................................................................... 14
Employee Performance Review System (EPRS) ......................................................................................................................... 14
Leading Industry and Innovation .................................................................................................................................................... 15
Katalyst ...................................................................................................................................................................................... 15
Calibrator ................................................................................................................................................................................... 16
AOTC .......................................................................................................................................................................................... 16
New and Innovative Medium ..................................................................................................................................................... 16
Creative and Innovative Campaigns ........................................................................................................................................... 16
Critical Risk for the Business ........................................................................................................................................................... 16
Strategic Recommendation & Conclusion ...................................................................................................................................... 17
Reference:....................................................................................................................................................................................... 17
Company Overview
Vision
Shaping the Moving World

Mission & Objective

To use intelligence, technology and creativity to help brands communicate with valuable audiences on
the move. Being a part of the world’s largest planner and digital innovator in Out-of-Home advertising,
our objective is to understand the consumer’s physical journey effectively, and through the application
of dynamic data and tech, turn that journey into an Active Journey, driving people to take desired action
in context.

Our Presence/ Strength

We have our head office in Lahore and regional offices in Karachi and Islamabad along with
representative offices in more than 7 cities and 130+ employees nationwide.

Management
Group Management
 Group CEO - Salman Danish
 CEO - Ahsan Sheikh
 Director – Ops & Planning - Saeed Ahmed

Key Executives
 GM (North) – Hassan Gondal
 GM (South) – Sabina Aziz
 GM Operations – Jawad Butt
 GM Planning – Kanwal Saeed
 GM Finance – Hina Amer
 Group IT Head – Fawad Ali

Strategy adopted
Empowered by technology and our human centric vision we want to deliver personalized experiences
founded in a unique approach to data + content + technology + media. Keeping our mission of shaping
the moving world by seamlessly connecting brands with their audiences while on the move, we developed
the following framework for our strategy:
Transparency
We are the only Out of Home Media Agency audited by Big 4 audit firm – KPMG and has following
certification:
1. ISO 9001
2. ISO 14001
3. OHSAS 18001
4. SEDEX Certified

Clients
Coca-Cola, Nestle, Unilever, McDonalds, Reckitt Benckiser, Jazz, Shell, National Foods, Cheveron,
Packages Mall, HBL, Akzo Nobel, Qarshi, Nutico, PCB, Bonanza, Nokia, Continental Biscuits, PIEDMC,
Total Parco.
Industry Overview

Traditionally, OOH was seen as a support medium to the brand communication on TV. This has changed
and OOH has gone beyond being visually interesting to becoming an interactive and engaging medium.
According to research by Magna Global, DOOH is 400% more effective in delivering the message
compared to traditional OOH and 72% more exciting than TV. Clearly, the entire value chain of brand,
media, consumer and environment is evolving and the old communication methods of one-size-fits-all
with TV driving the value chain, may not be relevant anymore.

Most people spend 70% of their waking lives outside their homes and connected to their smartphone.
Out of home has evolved with time and with the rise of digital medium it has the power to connect the
offline audience with online.

Pakistan since 2010 has seen tremendous growth in the OOH media industry. Although, the industry is
behind the global watch but with the rise of digitalization and ease of communication through internet,
new products/media can now be easily available. An industry that was stagnant at 5 Billion in 2010 is
now experiencing growth every year due to rise in creativity and innovation.
Below are some facts about the OOH industry and Kinetic Pakistan

1. Fy 15-16 Around 9 billion with Kinetic Pakistan billing at 2 Billion

2. Fy 16-17 11.8 billion with Kinetic Pakistan billing at 2.2 billion
3. Fy 17-18 expected to touch 13+ billion with Kinetic Pakistan billing at 2.6 billion

Management Functions/Goals
The key decisions in an organizations are made by the Group Management with mutual understanding
and clarity on way forward. Every week Group Management had a meeting with the Key Executives on
reporting of each person respective area and what needs to be done in the coming weeks and where
the executives require any special assistance of the Group Management. Group Management takes key
decisions that are critical for the organizations. Whereas, Key Executives take care of the daily
operations in their respective areas. Key Executives empower Account Managers/Managers to manage
day to day task and communication and run through them if they need any guidance, suggestion or if
they need their support in some areas. Goal Setting is done by Group Management where they give Key
Executive annual targets. Whereas planning is done by Key Executive of how they will reach there. The
management relies more on conceptual skills than technical skills. Whereas Key Executives have equally
important all three skills; Conceptual, Technical, Human skills and Manager have more technical skills
than conceptual skills. The Group Management look after the business development and Key Executives
plans to retain the business.

Group CEO

Director CEO

GM Finance GM North/South GM Planning GM Operations Group IT Head

HR/Admin/Procurement Senior/Key Accounts

Finance Managers Designers Planning Managers Operation Managers IT Executives
Managers Managers

Associate
Executives Executives Planning Executives Monitoring Team Software Developers
KAM/Executives

Execution team

Figure 1 Hierarchy
Organization Culture
The organization share a very strong culture. The values are widely shared among employees from top
management to bottom with clarity in goals on what is expected of them in the job. The management
often share stories with employees about how the company was formed and talks about employee’s
journey who are loyal and got promoted to top from bottom through hard work and knowledge.
Accounts managers are always encouraged to think out of the box even if it is not relevant for one client
it might be useful to another client in later period. Employees are rewarded for successfully completing
projects that involves risk taking and innovation. The company give high value to its employees and
often give special bonus to employees who have worked hard over the year. Also, management consider
employees as a family and provides loan option when they are going through a difficult time with 0%
markup and car leasing option for managers. Employees are given considerable autonomy in choosing
the means by which the goals are attained. The company is well known for experimenting with new
technology and have continuously delivered successful campaigns involving creativity and innovation.
The company believes in team work and freedom to employees so that they can think of new ways and
processes. New ways have been formed for brainstorming ideas through co-creativity sessions. The
process in the company is such that each employee has to work and coordinate with multiple
departments and with job rotation option for employees the knowledge is transferred in a more
effective way.

SWOT Analysis
Strengths
The only Out of Home Media Agency with Global Affiliation provides competitive edge in term of
advanced technology and tools. The company has sophisticated tools for measuring artwork
performance (Calibrator), research tool to audience profiling (3D) and Communication tool for planning
(Katalyst). The company takes pride for being known as tech savvy and innovative. The company has the
largest buying clout of more than PKR 2.6+ billion giving an edge in terms of negotiations. The only
company to invest in Data and Technology coupled with Context to create an ultimate experience. Only
OMA audited by Big 4 audit firm - KPMG. Also have certification

1. ISO 9001
2. ISO 14001
3. OHSAS 18001
4. SEDEX Certified

Weakness
The Media Industry is still focused on low cost media provider. We don’t own any media which gives
media owners advantage to charge less to direct clients. Bargaining power of the supplier is high. Due to
limited client authorized vendors, time constraints arises in terms of campaign execution. High reliance
on local authorities for permission and execution of work. Clients payments get delayed due to any
circumstances. Research tools are still expensive and out of reach of many brands.

Opportunity
The paradigm-shift in Out of Home to digital suppliers opens up new horizon for brands and agencies to
play with. New technologies/tools are helping to build a more effective platform to reach audience on
the move and connect offline audience to the online world is now possible. To focus on programmatic
DOOH which enable both brands (demand side platform) and suppliers (supplier side platform) for
efficient and effective planning. To focus more on developing unconventional medium for advertising.

Threat
Apart from urban areas, cities are less regulated. Working with multiple local authorities in a city for
permission of creative execution is a threat as it can get rejected. Interference from multiple
government bodies poses a threat to the stability of the industry. Increase in taxation by the
government is a threat to the company as it reduces the margins as the company has to stay
competitive.

Internal Environmental Challenges

Suppliers
Printing & Fabrication
Shortage of Print media/Increased value of Print Media due to taxes/ Import duties on steel/ Change in
media are the main concern of an OOH Agency. All these factor may cause increase in price which may
cause the client to go out of annual budget that they have allocated. There are various types of media
available in the market from flex, vinyl and in case of fabrication the thickness of steel measured
through gauge. The client is then faced with other options to decrease the quantities of the media in
order to fall back into the budget. Which directly affects our billing.

Innovation in Product
With the rise of digitalization there are numerous innovation in Product that are happening in Pakistan.
New and upgraded version of vinyl media which are represented by different types and in flex media as
well. people are finding new ways to tap the moving audience from traditional hoarding to On Vehicle
Advertising that showcase brand display on the rear screen through one vision media. These new
innovative products are becoming the main highlights for the brands and it causes a shift to use in more
unique ways

Operational Challenges
In OOH the Operations is the crucial part where the team has to coordinate with sometimes 100+
vendors at different locations and make sure that the execution is done on time and with quality work.
During the execution the operation team may face many issues such as wrinkled skin or tore skin, delay
in receiving media due to media in-transit, permission issues. These kind of issues may cause display loss
to the client and affect the brand/Agencies.

Customers
Change in management
A sudden change in management can also affect us directly. The views of the new management are
important about the OOH industry and they can pose a significant threat to the OOH industry if their
views are not aligned as per the previous management. if the management consider OOH to be not as
effective as TV media then it might cause a sudden decrease in annual billing of OOH and increase in
billing of TV media.
Category exclusivity
Working with major brand might be a little difficult due to many demands that agency has to cater to
which might include that an agency cannot partake in any of their category competitors campaign which
leaves the agency with very limited options to grow. Beverage industry might be threatened with their
direct and indirect competitors which force agency to not work with any of the brand that might cause
any threat to the brand.

Financial Position
A brand financial position also has an impact on the agencies. A weak financial position might indicate
that the client might be going with either reducing the annual advertising budget or delays in payment
which affect the agency directly in terms of making payment to vendors.

Competitors
Constant threat
Being an agency, we are facing the indefinite threat that a competitor might be pitching the client as
well with lower OMA (Outdoor media agency commission) or the client might be on the hunt to look for
new agencies and their ideas for the brands. There are many occasion where a media owner pitch
directly to the client offering a significant discount and value addition which they don’t give to the
agency in order to create friction and make client lose their agency. No agency is allowed to own media
because then their actions would be biased but now a day media owners are working as an agency as
well offering significant discount to those brands who are not looking in the details of Out of home
planning and campaign effectiveness but mere at the quantity and size of the campaign at low budget.

Data, Technology & Innovation

In Today’s world, 3 things are crucial for agencies sustainability

a) Data
b) Technology
c) Innovation

With the rise of digitalization and audience being more informed and getting more tech savvy. The
brands requirement and needs are changing. These technology products that agencies or their
competitors are offering are the key to client retention. How Data, Technology and innovation works
with each other to help brands make more informed decision. Agencies need to have a very strong IT
support which helps them in creating software’s that are critical to their needs for e-g at kinetic, we
have special in house tool that can analyze any outdoor artwork and using heat maps it can predict what
content of the artwork the commuters are going to see first and which one at the last. These type of
software helps brand focus on which element they want to focus on. The agency needs to be constantly
looking for new ideas and innovate products for their brands like digital table talkies (DTT’s), a tablet
that display branded messages at different shops and restaurants and with the help of free Wi-Fi they
get the audience data with consent which can later be used for advertisement and retargeting.

Client Servicing
The relation of the agency and brand is very sensitive and demanding. The account managers have to
cater to their changing needs at any time and at any cost. From daily meetings to late night call, a
manager has to do everything he can do to satisfy his client needs because ineffective or non-responsive
client servicing might cause the client to look for other agency who can provide better services. So
account managers have to work every day to maintain the client agency relationship and keep them
satisfied.

External Environmental Challenges

Political and legal
Government Intervention
Government has the power to intervene at any moment and change the landscape of advertisement in a
city. For e-g in 2015 Sindh government has taken a very extreme decision which cause
shutdown/removal of 15000 media assets from Karachi as a part of clean Karachi from advertisement
drive. These intervention has caused change in demand and supply of outdoor media assets resulting in
exponential increase in media prices in Karachi. This has left with brands for a very limited options for
advertisement which are almost 8-10 times more expensive. On the other hand, local bodies who
directly manages the region and are in-charge can change the policies and criteria of OOH media from
size of the billboard to ban on roundabout branding in Lahore. They have the authority to restrict
advertisers and media owner.

Election Season
During the election season, most of the brands take an exit strategy and call off any of their campaign
which were scheduled. One of the main reason is saturation, as there is no control over political parties
they tend to use any space available on the road and start bombard it with their ad campaign poster,
flex, streamers. These political parties use their influence to get any display off from the media owner
site which affects the client campaign plan. During the election season most of the moving vehicle carry
some political ad banner which they advertise throughout their journey causing the actual brand
campaign to get saturated and become ineffective. Due to these reason brands don’t hold any off their
campaign during election season causing a down period in the industry

Political Instability
If a country is politically unstable, brands might not be so forthcoming when it comes to the advertising
budget because they are uncertain about the future of their organization in the country so that want to
hold their maximum investment and make the most out of with limited budgets. The view of
management can change from investing more to going out of business due to country political
instability. So management keep the investment at hand until they get a clear picture of the
organization future in the country. As every organization aims for maximum profit for their stakeholders
due to which management is hesitant in advertising their product whose future is uncertain.

Technological Dimension
Rise of Digital Streamers
The rise of Digital media in Pakistan has significantly increased the growth of OOH industry and provide
brands with limitless possibilities of what they can achieve. It has reduced the operational challenges
and time to the minimum. Now brands campaign is minutes away from getting displayed anywhere in
the world. Everything is just one click away. Digital media doesn’t not require any printing and
fabrication cost; they are not static but rather dynamic which helps brands who spend millions on the
making of their TVC to get that investment fruitful by reaching the audience based on their location.

Promise of Programmatic buying

The world is changing fast and this change is affecting how brands think and act. We are now living in a
world where people can now advertise with any budget. Programmatic buying helps brands save money
as they can now spend the amount when they want, at what time they want and how much they want.
Rather than paying for the whole day or month. Brands can now decide the optimal time when the
audience is high and get their message displayed through automated bidding process.

Audience Measurement & Media Insight

Out of home is a very complex industry for audience measurement and insights as most of the brand
don’t think that commuters on the go and media cannot be measured but In 2015, the Pakistan
Advertisers Society (PAS) appointed Measuring OOH Visibility and Exposure (MOVE) to conduct OOH
measurement and despite the slow traction it has received, this development did provide a number of
criteria (reach, frequency, Gross Rating Points [GRPs] and Cost Per Rating Point [CPRP]) for the selection
of OOH, based on the target audiences of each brand (rather than selecting the sites most likely to be
seen by the brand manager and the marketing directors). These new tools provide more information to
brands on their Out of home plan effectiveness.

Economics
Taxes
Taxes directly affects the media owner which then affects clients budget and indirectly agency
commission. There are 2 types of taxes in the OOH industry. First type of tax is on the sale of media.
Higher taxes may result in higher value of media and printing cost which then decrease the OOH plan
return in term of media. Taxes make the media look more expensive and decreases the client interest in
it. Like in the service industry there is a 16% Sales Tax and 10% WHT in Punjab region whereas in Sindh
there is 13% Sales tax on services and 10% of WHT but if you are in a manufacturing industry the Sales
tax is 17% whereas WHT is 4.5%. the second type of tax is the one which media owner pay to the local
body for the already installed billboard on public area through government auction or direct install the
billboard on their own property and pay the taxes to the government. As the tax rises, the cost of the
media rises which reflects in term of high budgets for the clients’ campaign. it became more and more
difficult for brands to advertise and eventually it becomes ineffective.

Skilled Labor
Due to the rise in digitalization and innovation, the need for skilled labor has increased whether it is an
IT department or client servicing. The employees need to be multi skilled and aware of the new
technology and should have an understanding of how the technology works. For e-g as there has been
an increase in digital media in Pakistan there is an increase in the demand for people who are
technician/electrician and field staff who knows how to operate computer and smartphone. This has
caused an increase in wages making the profits of the company lower.

Increased Investment
Out of Home media in Pakistan is increasing especially after the digital media. It has seen significant rise
in investment with over media assets of around 25,000 nationwide and growing every day. Media
owners are now investing more in digital media from Malls to airports to digital streamers. Advertisers
are looking for and creating new mediums for advertisement in OOH industry like sticcar or mobile
billboards etc. Retail sector and advertisers are increasing their investment on the DOOH media due to
the change in the preference of customers/clients. This increased investment has created a lot of new
job opportunities for the people in Pakistan and is likely to be increasing every year.

Load shedding
Due to uneven supply of electricity, we as an agency have to look for all the possible options for our
clients along with the solution. In order to cater to the demand of client for un interrupted display, we
have to consider the backup for load shedding through generators. This increases the cost of the plan
and affects the client interest in those media where there is no solution for backup or its way too
expensive for them to bear the cost for e-g a client might be interested in bearing the cost of generator
in high traffic urban area but would be hesitant to bear the cost like in remote areas with low traffic.

Industry uncertain or complex

The OOH media Industry fall under stable degree of change but the degree of complexity is complex.
The OOH industry in Pakistan is behind the most developed global market. So what is happening in
Pakistan is that we call following the “AA” strategy that is Adopt and Adapt. We have reached a point
where growth in no. of media owners/agencies has become slightly stagnant because these major
media owners and agencies owns majority of the shares. As OOH is the oldest medium of advertising,
there are not many technological breakthroughs because most of the technological breakthrough has
already been done in the past. This doesn’t mean there is no space for innovation but the frequency of
innovative things happening around slows down. With the help or global research platforms we can
predict the future change and needs and prepare a strategy to cater to those needs. Our market is
complex because there are multiple channels that an agency has to be constantly in touch with for any
campaign Suppliers, Client, Creative Agency, Government, Local Bodies, Media Owners, Operational
team etc. The agency needs to get an approval from the local bodies (in Punjab its PHA) for taxes and
permission for anything creative which may take days. After that we have to face operational challenges
while working on a nationwide campaign where at a time multiple vendors are executing the campaign
and the operation department has to make sure that everything goes according to plan. This becomes
difficult when there are creatives involved because then the agency needs to align special skilled
resources who know the task. Then there comes the sample proofing process, we as an agency have to
get the print color samples approved as the color of the artwork not necessarily match with the print
colors due to the age of the printing machine. This means that every print will give a unique tone of the
color due to its usage and we have to manage how the campaign is going to roll out by analyzing the
need and the print agency capacity and whether or not they are doing other campaign simultaneously as
it will affect our timelines. Sometimes the agency has to work with only client’s registered vendor which
increases the communication gap and cause delay as we have to rely on them. Every campaign has a
finance side as well, where the agency needs an approval of these high budget plans in the form of
Purchase Order which provides security to the agency of their payment. The delay from client side in
responding to these issues like on artwork, proofing, plan, creative, purchase order etc. It might cause
delay in the campaign execution which is align with other marketing channels or even losing the media
that is included in the plan because the media owner will rent it out his media space to those who come
first. So in order for everything to go smooth everything has to be aligned along with approvals and run
all these task in parallel and every team needs to be in touch frequently in order for the campaign to be
executed on time.

Diversity
Inspite of being considered as a male dominated industry, we have been successfully managed to
maintain the female employees proportion to an overall headcount at an average of 31%. The
management strongly encourages diversity by recruiting employees from different but relevant
industries who bring in new ideas and perspective and ways to do things. Industries like Media Agency,
Creative Agency, Digital Agency and Brands. The management has introduced special bonus for
employees with different religious background on their special occasions like Christmas etc. Our
management is more focused toward knowledge than education. Some of the managers don’t have
proper education but they have showed and proved expertise in their line of work and secured a
position at a senior level. As a way for employees to get to know each other in a better way we have
also introduced “peer to peer review” section in annual appraisal.

Human Resource Development

The management knows the importance of knowledge in today’s world and has taken steps in keeping
the staff up to date with new technology and processes through

 Top Down Training Approach – providing global training to key executives so that they can share
the knowledge with their team in the department.
 Global Training – organizing a workshop for employees to adapt with new processes and steps
to organize work and create new ideas/innovation.
 Local Training – Software training by certified professional and personal development of
employees on stress management, Project Management, Google Workshops etc.
 Co-Creativity Sessions – random groups are formed from Account teams and are asked to work
together and provide new idea for the brand.
Employee Performance Review System (EPRS)
The system involves evaluation of individual performances within the organization carried out by
the reporting General Managers & other colleagues. Following are the evaluation parameters:
1. Task Analysis
2. Skills Analysis
3. Core Values
4. Discipline
5. Peer to Peer Reviews.
The evaluation results determine the salary increments & promotions if the employee is capable off. The
Performance Year Starts in January and Lasts till December. This has helped management in the terms of
key decision making as well.
Leading Industry and Innovation
Being the market leader and facing constant competition, we are continuously on the move to drive for
more innovation, creativity and new media development. The rise of digital media has provided
convenience in creativity and innovation. We as leaders has been able to change the industry thinking
from OOH as a supporting role to a separate channel for advertising to connect with the moving
audience through article contribution, innovation and data integration.

The consumers/brands are getting better and more skilled in utilizing the media to its potential as new
technologies are changing the OOH media landscape very fast. The requirements are changing as brands
are getting better in understanding the media. Even though the technological and cost implications are
high for new innovative products but through support from some brands it has become possible for
media owners and agencies and brands to work together and introduce new innovation in the market.
The majority of the brands are still more focused toward low cost solution provider which is a barrier to
innovation.

As a developing country, we are coping up with the global trends and processes that includes
programmatic buying and new innovative products. The speed at which the global media industry is
moving gives us and brands a push to strive for more contextual, dynamic and real-time content to
create a personalized experience for a consumer.

Katalyst is an OOH eco system developed as a new tool has improved the communication planning,
inventory management, real-time monitoring and custom made comparative analysis through historical
data of industry.
Calibrator - Realizing that effective media planning is not enough. The content needs to be as visible and
strategically placed in order to make the campaign successful. We use Calibrator, an OOH visual
effectiveness software that determines the effectiveness of KVs.

AOTC - Leading the industry through shared knowledge with Brands, Agencies and Suppliers. As Digital
media has increased significantly since last year and we saw challenges from brands and media owners
in adapting to the new dynamics. With the support from the global offices and national industry experts,
we organized Pakistan’s First Digital OOH Conference, AOTC 1.0 in Lahore and Karachi. The purpose was
to educate industry of how powerful the digital medium is and how it can be measured and used
creatively and the multiplier effect of OOH when coupled with Social & Mobile and The future of
programmatic OOH and how it can help client spread budget cost effectively.

New and Innovative Medium for advertising platforms like Digital Table Talkies (DTT’s) for captive
audiences and On Vehicle Advertising (OVA) with real time tracking for dead zones.
Creative and Innovative Campaigns
Progressively pushing innovation by contextualizing digital medium through Jazz Live Cricket Scoring on
Digital Streamers, McDonald’s Live Weather Sensitive DOOH and Coca Cola Geo Fenced Digital Board.
Creatively innovating conventional medium like Shell 3D Life Sized Moving Maserati Billboard and
McDonald’s Flaming Billboard.

Critical Risk for the Business

The Supreme court intervention in 2016 at Karachi OOH media landscape has raised a potential threat
not only to the overall economy but to the stability as well. Before 2016 the annual OOH market share
of Karachi was around 40% which has now been decreased to 10% only. Now the Supreme court
decision for removal of hoardings from public properties in Pakistan will severely damage the overall
economy through.

 Industry Business Volume will fall tremendously

 Decrease in Tax return due to decrease in billing
 Associate industries will also be affected
 Chances of increased unemployment
 Media Value will rise exponentially

Strategic Recommendation & Conclusion

Even though the Industry has its association but it is not properly regulated because media owners are
divided among themselves. The industry needs to form an official body to regulate and protects the
rights of Media Owners and the industry from the Government and Brands. The official body will help in
resolving conflicts between brands and media owners and agencies. Also, the media owners and
agencies needs to develop more unconventional mediums in order to reduce the impact of removal of
media assets. The agencies need to focus more on the technologies aspects and help brands connect
their offline audience with online through innovation. Increased proposition of contextual, creative and
innovative solution to brands to increase industry spend.

Reference:
https://aurora.dawn.com/news/1143009

https://aurora.dawn.com/news/1142058

https://aurora.dawn.com/news/1143013

https://aurora.dawn.com/news/1142861

https://aurora.dawn.com/news/1143043

https://aurora.dawn.com/news/1141614

https://brandinginasia.com/interview-dennis-kuperus-and-ahsan-sheikh/