PAKISTAN ADVERTISERS SOCIETY Aims & Objectives

1. To promote the value of advertising

o

To make realize the government, the consumers and the society at large the importance of advertising and the role it plays in economic development and increasing awareness through communication encouraging consumers right to choose. Implementing Code of Advertising Practice amongst its members that is acknowledged and respected by agencies, media and other marketing suppliers to promote ethical and responsible practices in the field of advertising. To ensure that the right of advertising is a responsibility towards the consumers and is not taken for granted and seek public trust in advertising. To implement a code of conduct within the advertising partners to ensure transparency at all levels of operations.

2. Play a role of self-regulatory body

o

o o

3. Defend and stand for the legitimate rights of advertisers ensuring freedom of ethical and responsible advertising and all other commercial communication
o

A lobbying body playing a dominant and an effective role in regulatory, legislative and media policy making with the government, agencies, media and others ensuring every advertiser to advertise freely, openly and responsibly without undue hindrance or constraint. Creating knowledge centre by initiating training programs, publications, seminars, workshops and conferences to foster a refined and superior class of advertising professionals that will raise and represent Pakistans advertising industry at a global level. Piloting research studies and establishing best practice, operational and strategic, guidelines to encourage accountability, standardize advertising practice and get better value for the ad spend. Establishing measurement and rating systems across all communication mediums Stimulating maximum effectiveness and efficiency in realm of emerging media and technologies Establishing national, regional and global alliances aiming towards a common goal Identifying areas of common interests and concerns of the advertisers and developing information gathering and relaying system Sharing experiences and benchmarking performances, vis--vis their peers in their industry, their agencies and their counterparts across numerous markets.

4. Strive for excellence in advertising

o

5. Optimize advertising communications

o

o o

6. Building bridges: Peers who have all to gain in talking to each other
o o o

7. CODE OF ADVERTISING PRACTISES 8. 1. OBJECTIVES 9. The code is primarily intended to enhance the ethical and professional standards of the 10. advertising industry in Pakistan via a self-regulatory process. Further development of the code is 11. recognised and a wider group of interested parties involvement, including such customers, 12. educationalists, etc. could develop later.

Basic Tenets of the Code

Download the Code (PDF - 358KB) The basic tenets of the code are: 1. It is held that the responsibility of advertisers, advertising agencies, media and other associated companies is a constructive force in business. To fulfill this responsibility, it is essential that the parties recognise their obligation to themselves and to each other. 2. As a business the industry must operate in the spirit of vigorous competition honestly conducted.

3. It is recognized that unethical competitive practices in the advertising business lead to financial waste, loss of prestige and to the weakening of public confidence, in both, the advertisements and the industry. 4. The right of advertising is a responsibility towards the consumers and the society at large. Specifically the society members will not create advertising that is: o False or misleading visually or verbally. o Claims insufficiently supported that distort the true meaning or practicable application of statements made by professional or scientific authority. o Testimonials that do not reflect the real opinions of individuals involved. o Price claims that are misleading. o Statements, suggestions or pictures offensive to public decency or minority segments of the population. PAS has constituted a COAP Standing Committee (CSC). The CSC functions to implement and widen the workings of the Code.
PUBLIC AND ETHICAL ISSUUES IN DIRECT MARKETING:

Irritation- many people do not like the large number of hard sell, direct marketing solicitations. Especially bothersome are dinnertime or late-night phone calls, poorly trained callers, and computerized calls by auto-dial recorded-message players. Unfairness- some direct marketers take advantage of impulsive or less sophisticated buyers or prey on the vulnerable, especially the elderly.

Deception and fraud- some direct marketers design mailers and write copy intended to mislead. They may exaggerate product size, performance claims, or the retail price. Invasion of privacy- It seems that almost every time customers order products by mail or telephone, enter a sweepstakes, apply for a credit card, or take out magazine subscription, their name, address, and purchasing behavior maybe added to several company databases. Critics worry that marketers may know too much about consumer's lives, and they may use this knowledge to take unfair advantage.

Pakistan Electronic Media Regulatory Authority

From Wikipedia, the free encyclopedia Jump to: navigation, search The Pakistan Electronic Media Regulatory Authority (PEMRA) is a regulatory body established by Pakistan on 1 March 2002.

Functions of the Authority

The Authority is responsible for facilitating and regulating the establishment and operation of all private broadcast media and distribution services in Pakistan established for the purpose of international, national, provincial, district, and local or special target audiences.

[edit] PEMRA's Mandate

Improve the standards of information, education, and entertainment. Enlarge the choice available to the people of Pakistan in the media for news, current affairs, religious knowledge, art, culture, science, technology, economic development, social sector concerns, music, sports, drama, and other subjects of public and national interest. Facilitate the devolution of responsibility and power to the grass roots by improving the access of the people to mass media at the local and community level. Ensure accountability, transparency, and good governance by optimizing the free flow of information.

An Overview of Electronic Media Development in the country

The journey of electronic media development in the country begins from 14 August 1947, when Pakistan Broadcasting Corporation was formed after independence. At independence Pakistan possessed three radio stations at Dhaka, Lahore & Peshawar. A major programme of expansion witnessed new stations opened at Karachi and Rawalpindi in 1948 and a new broadcasting house at Karachi in 1950. This was followed by further stations at Hyderabad (1951), Quetta (1956), a second station at Rawalpindi (1960) and a receiving centre at Peshawar (1960). In October 1998, radio Pakistan started its first FM transmission.The decision to establish a general purpose television service in Pakistan under the general supervision of the government of Pakistan (GOP) was taken in October 1963. Subsequently, the government signed an agreement with the Nippon Electronic Company (NEC) of Japan, allowing it to operate two pilot TV stations in the country. The first of these stations went on air in Lahore on 26 November 1964. On the completion of the experimental phase, a private limited company, called Television Promoters Limited was set up in 1965 which was converted into a public limited company in 1967. Further television centres were established in Karachi and Rawalpindi / Islamabad in 1967 and in Peshawar and Quetta in 1974. Since its inception in Pakistan, electronic media in the country remained in government control till 1990, when Shalimar Television Network (STN) and Network Television Marketing (NTM) signed a contract to launch Pakistans first private sector TV channel. During mid 90s, a growing demand for television entertainment in Pakistan paved way to foreign TV channels through satellite dishes. In the beginning, the phenomenon of having a dish TV was restricted to the urban elite. However, satellite dish became a commodity item with penetration across the various socio-economic classes of Pakistani population. Simultaneously, successive governments in the country adopted more liberal media policies by providing masses with the enhanced access to information, education, and entertainment by encouraging public private participation.In such environment, there was a need to have an effective regulatory framework which could advance

freedom of speech and expression, and access of people to information while keeping in mind the larger interests of the state. CITIZEN AND PUBLIC ACTION TO CONTROL MKTG:
Marketings impact on individual consumers has been criticized in terms of: High prices Deceptive practices High-pressure selling Shoddy, harmful, or unsafe products Planned obsolescence Poor service to disadvantaged consumers Marketers are often accused of deceptive practices such as: Deceptive Pricing: Falsely advertising factory or wholesale prices or large reductions from phony high retail list prices. Deceptive Promotion: Overstating a products features or performance, running rigged contests. Deceptive Packaging: Exaggerating package contents through subtle design, using misleading labeling, etc. Salespeople are often accused of using high-pressure selling tactics: To persuade people to buy goods they had no intention of buying. Because prizes are often given to top sellers. Marketers have little to gain from high-pressure tactics. Such actions damage relationships with the firms customers. Marketings impact on society as a whole has been criticized in terms of: Creating false wants and encouraging too much materialism. This criticism overstates the power of business and ignores consumers ability to defend themselves against advertising. Citizen and Public Actions to Regulate Marketing

 Two major movements include: Consumerism Environmentalism Consumerism: An organized movement of citizens and government agencies to improve the rights and power of buyers in relation to sellers. Traditional sellers rights include the right to: Introduce any product in any size and style, provided it is not hazardous to personal health or safety; or, if it is, to include proper warnings and controls. Charge any price for the product, provided no discrimination exists among similar kinds of buyers. Spend any amount to promote the product, provided it is not defined as unfair competition. Use any product message, provided it is not misleading or dishonest in content or execution. Use any buying incentive schemes, provided they are not unfair or misleading. Traditional buyers rights include the right to: Not buy a product that is offered for sale. Expect the product to be safe. Expect the product to perform as claimed. Consumer advocates call for more rights: The right to be well informed about important aspects of the product. The right to be protected against questionable products and marketing practices. The right to influence products and marketing practices in ways that will improve quality of life. Environmentalism: An organized movement of concerned citizens and government agencies to protect and improve peoples living environment.

 First wave was driven in the 1960s and 1970s by environmental groups and concerned consumers. Second wave was driven by the government in the 1970s and 1980s, resulting in environmental laws. Third wave is happening now. Firms are accepting more responsibility and many have adopted a policy of environmental sustainability. Environmental sustainability: A management approach that involves developing strategies that both sustain the environment and produce profits for the company. Levels of environmental sustainability: Pollution prevention Product stewardship New clean technologies Sustainability vision Public actions to regulate marketing involve applications of law. Marketing management decisions face legal issues regarding: Selling decisions Advertising decisions Channel decisions Competitive relations decisions Product decisions Packaging decisions Pricing decisions BUSINESS ACTION TOWARDS-------------- Enlightened marketing: A marketing philosophy holding that a companys marketing should support the best long-run performance of the marketing system. Customer-oriented marketing

 Customer-value marketing Innovative marketing Sense-of-mission marketing Societal marketing Consumer-oriented marketing: The philosophy of enlightened marketing that holds that the company should view and organize its marketing activities from the consumers point of view. Customer-value marketing: A principle of enlightened marketing that holds that a company should put most of its resources into value-building marketing investments. Innovative marketing: A principle of enlightened marketing that requires that a company seek real product and marketing improvements. Sense-of-mission marketing: A principle of enlightened marketing that holds that a company should define its mission in broad social terms rather than narrow product terms. Societal marketing: A principle of enlightened marketing that holds that a company makes marketing decisions by considering consumers wants and interests, the companys requirements, consumers long-run interests, and societys long-run interests. Seeks to introduce desirable products, rather than those that are deficient or salutary. Firms need to develop corporate marketing ethics policies to serve as broad guidelines that everyone in the organization must follow. Ethics policies should cover: Distributor relations Advertising standards Customer service Pricing

 Product development General ethical standards What principle should guide firms and marketing managers on issues of ethics and social responsibility? Free market and legal system. Let responsibility fall to individual companies and managers to develop a social conscience. International marketers face special challenges

Public and ethical issues in direct mktg:

Irritation- many people do not like the large number of hard sell, direct marketing solicitations. Especially bothersome are dinnertime or late-night phone calls, poorly trained callers, and computerized calls by auto-dial recorded-message players. Unfairness- some direct marketers take advantage of impulsive or less sophisticated buyers or prey on the vulnerable, especially the elderly.

Deception and fraud- some direct marketers design mailers and write copy intended to mislead. They may exaggerate product size, performance claims, or the retail price. Invasion of privacy- It seems that almost every time customers order products by mail or telephone, enter a sweepstakes, apply for a credit card, or take out magazine subscription, their name, address, and purchasing behavior maybe added to several company databases. Critics worry that marketers may know too much about consumer's lives, and they may use this knowledge to take unfair advantage.

Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context to identify opportunities and threats. Profiling coalesces all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, [1] implementation, monitoring and adjustment. Competitor analysis is an essential component of corporate strategy. It is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives. As a result, traditional environmental scanning places [2] many firms at risk of dangerous competitive blindspots due to a lack of robust competitor analysis.

Competitor analysis
Competitor Analysis is an important part of the strategic planning process. This revision note outlines the main role of, and steps in, competitor analysis Why bother to analyse competitors?

Some businesses think it is best to get on with their own plans and ignore the competition. Others become obsessed with tracking the actions of competitors (often using underhand or illegal methods). Many businesses are happy simply to track the competition, copying their moves and reacting to changes. Competitor analysis has several important roles in strategic planning: To help management understand their competitive advantages/disadvantages relative to competitors To generate understanding of competitors past, present (and most importantly) future strategies To provide an informed basis to develop strategies to achieve competitive advantage in the future To help forecast the returns that may be made from future investments (e.g. how will competitors respond to a new product or pricing strategy? Sources of information for competitor analysis Davidson (1997) described how the sources of competitor information can be neatly grouped into three categories: Recorded data: this is easily available in published form either internally or externally. Good examples include competitor annual reports and product brochures; Observable data: this has to be actively sought and often assembled from several sources. A good example is competitor pricing; Opportunistic data: to get hold of this kind of data requires a lot of planning and organisation. Much of it is anecdotal, coming from discussions with suppliers, customers and, perhaps, previous management of competitors. What businesses need to know about their competitors The tables below lists the kinds of competitor information that would help businesses complete some good quality competitor analysis. You can probably think of many more pieces of information about a competitor that would be useful. However, an important challenge in competitor analysis is working out how to obtain competitor information that is reliable, up-to-date and available legally(!).

What businesses probably already know their competitors Overall sales and profits Sales and profits by market Sales by main brand Cost structure Market shares (revenues and volumes) Organisation structure Distribution system Identity / profile of senior management Advertising strategy and spending Customer / consumer profile & attitudes Customer retention levels What businesses would really like to know about competitors Sales and profits by product Relative costs Customer satisfaction and service levels

Customer retention levels Distribution costs New product strategies Size and quality of customer databases Advertising effectiveness Future investment strategy Contractual terms with key suppliers Terms of strategic partnerships

Market Intelligence, occasionally called business intelligence, is a branch of market research, involving collation and analysis of available and relevant information and data on specific markets. Market intelligence typically involves collation of data from various sources such as company accounts, official statistics, data from trade bodies, interviews with business contacts, and research on consumer attitudes. Whereas market research is often considered a consumer-orientated discipline, market intelligence tends to offer a broader view of markets including business and sector data - such as marketsizing, -segmentation, and -share data. Major market intelligence agencies in the U.S. and Europe include Economist Intelligence Unit, Datamonitor, Euromonitor International, YouGov SixthSense and Mintel. Such companies publish market intelligence reports on specific sectors and undertake consultancy projects for individual clients.