What do you promise that in your industry can promise?

What do you deliver that can deliver?

What do you believe that believe?

The organization that can answer those questions crisply, clearly, and compellingly arethe one that and .

“From the outside looking in, you can’t understand it. From the inside looking out,you can’t explain it.” This is the neat way to capture how it feels to change the senseof what’s possible in your field – and a reminder of why so few leaders muster thecommitment to build an organization with a unique sense of itself.

Global Scenario

National Scenario

What did Express do to become the only National Category A newspaper?

So what immediate challenges has to confront and address?

• Formation of Research, Content Contribution, Format Development and Marketing Teams

• Development of sets of Conspicuously Unique Content, Format and Marketing Packages

• Preparation of Country Circulation Milestones Map for Newspaper

• Comprehensive Pre-testing of a Competitive National and International Content Appeal and Marketing Plan’s Level of Acceptance through Sector-to-Sector Marketing Staff

• Arrangement of Comprehensive Phased-out Financial Inputs and Ad / Circulation Revenue Targets

• It is often said that the problem with the news business is

• It is also said that the problem with the news business is not an audience problem;

• Another view is that theand with the arrival of Internet,

• It is also argued that print advertising has fallen to the extent that it

• Newspapers could save about forty percent of their operating costs by not publishing aprint edition, but unfortunately,

(Conan, 2008).

• In addition to advertising revenue,. By giving away content news organizations

believed they would attract audience, which, in turn, would drive advertising revenue.Unfortunately, they were only half right. Lack of online advertising revenue has drivennews organizations to search for alternative revenue sources.

A Research Monograph of the Printing Industry Center at RI by Howard Vogl, M.S., visiting Professor, School of Print Media RochesterInstitute: “A Qualitative Study of Future High Value News Media Audiences”

PURCHASE OF NEWSPAPERS: - Purchased: 51% - Neighbors/Friends: 13%, - Public Places: 24% - Offices: 7% - Misc.: 5%

*SOURCE: GALLUP PAKISTAN - 2007-2008 Edition of Orient Blue Book, Orient McCann Erickson

SERIOUS OBSERVATION: The circulation figures are overexagerated

REGION ESTIMATED ADULT READERS

ESTIMATED YOUTH READERS

DAILY ADULT READERSHIP

DAILY YOUTH READERSHIP

Karachi 3,098,134 757,010 2,292,619 507,197

Interior Sind 3,425,310 384,057 2,397,717 304,326

Southern Punjab 2,804,618 388,332 1,935,187 240,766

Central Punjab 4,240,816 645,909 2,671,714 368,168

Western Punjab 2,56,875 249,198 1,336,971 147,027

Northern Punjab 1,380,233 175,183 841,942 96,351

Khyber Pakhtoonkhaw 2,077,838 264987 1,309,038 151,043

Baluchistan 687,951 98,056 412,771 52,950

The total circulation of newspapers in Pakistan according to UNESCO is:

copies a day*

UNESCO ranks Pakistan as 10th country on the list of TOP TEN countries with highestnewspaper circulation.

If the officially circulated and unofficially accepted circulation figure of JANG’s isaccepted with or with out reservation than the largest circulated newspaper in

Pakistan has a share in Pakistan’s total circulation of newspapers,

i. e.,.

copies a day!

*SOURCE: www.pakistaniat.com/2010/12/02/Pakistan-newspapers

* SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006

Why Media Habits Survey 2006? The survey reflects a declining trend and a 23% to 52% opportunity !

It also indicates a strong shift of media habit from newspaper readership to TV viewership

There is no serious visible sign on the part of newspaper managements to contain or reverse the trend

To what extent and how 37.5% opportunity can be translated into Regular Loyal Readership?

NEWSPAPER READERSHIP REGULAR READERS OCCASIONAL REDERS DO NOT READ

URBAN PAKISTAN 1998 37% 14% 49%

URBAN PAKISTAN 2005 27% 23% 51%

* SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006

Demographically NEWSPAPERS will have to partially focus on 12-25 (internees and fresh postgraduates), predominantly on 26-35 (career beginners and professionals / entrepreneurs) andinnovatively on 36-45 (senior managers and established businessmen) years age groups

In order to translate 37.5% opportunity into Regular Loyal Readership NEWSPAPERS will have to look YOUNG both in FORMAT and in CONTENTS through presence at every platform of interest to YOUTH!

GENDER / AGE WISE MALE FEMALE

READERSHIP 12-25 Yrs 26-35 Yrs 36-45 Yrs 46-55 Yrs 55+ Yrs 12-25 Yrs 26-35 Yrs 36-45 Yrs 46-55 Yrs 55+ Yrs

Regular Readers 35% 23% 20% 11% 11% 43% 27% 17% 9% 4%

Occasional Readers 45% 21% 18% 8% 9% 47% 32% 14% 6% 2%

Do Not Read 41% 20% 16% 10% 13% 37% 31% 18% 7% 7%

* SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006

Geographically, 26% regular and occasional readers in addition to those who do not readnewspapers can be hooked in through -inventing content, -designing formats and -thinkingadvertising and distribution models

Localization of segment-focused marketable and brandable formats / contents in social andeconomic contexts to create an integrated synergy between readers, sponsors and newspaper

Territory/Trend Urban Pakistan Karachi Lahore Faisalabad Rawalpindi Islamabad Multan Gujranwala Hyderabad Peshawar Quetta

2005

Regular Readers 51% 42% 47% 48% 46% 49% 53% 46% 55% 55% 53%

Occasional Readers 23% 27% 25% 25% 22% 15% 24% 31% 20% 20% 14%

Do Not Read 27% 31% 28% 27% 32% 37% 24% 23% 25% 25% 33%

•SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006

The confidential consensus between government and newspapers and newspapers andadvertising agencies for the release of advertising campaigns according to certified circulationshare of the newspapers in country’s total newspaper circulation is not reflected in circulationand advertising revenue figures of the leading four newspapers for known and unknown reasons.

The distortion in circulation figures and advertising revenue demands an overall innovativebusiness RE-modeling to make sure that the revenue timeline remains unhurt of prevailingmalpractices as an accepted norm.

NEWSPAPER READERS 1998-2005

JANG NAWA-i-WAQT KHABRAIN EXPRESS

URBAN PAKISTAN 1998 51% 23% 16% 13%

URBAN PAKISTAN 2005 45% 20% 16% -

* SOURCE: ORIENT BLUE BOOK 2011-12

SECTION/GENDER

ADS BUSINESS CLASSIFIED CURRENT AFFAIRS

EDITORIAL INT’L NEWS

LOCAL NEWS

FILM NEWS

POLITICAL ISSUES

RELIGIOUS ISSUES

SCIENCE / TECHNOLOGY

SPORT NEWS

EDUCATION

OVERALL16% 15% 11% 34% 27% 39% 47% 21% 29% 37% 19% 23% 13%

MEN 16% 19% 13% 38% 31% 43% 50% 22% 31% 36% 22% 28% 13%

WOMEN 15% 7% 7% 25% 16% 27% 37% 20% 21% 39% 12% 08% 14%

SECTION/AGE

ADS BUSINESS CLASSIFIED CURRENT AFFAIRS

OP-ED INT’L NEWS

LOCAL NEWS

FILM NEWS

POLITICAL ISSUES

RELIGIOUSISSUES

SCIENCE & TECHNOLOGY

SPORT NEWS

EDUCATION

OVERALL 16% 15% 11% 34% 27% 39% 47% 21% 29% 37% 19% 23% 13%

12-24 15% 11% 10% 28% 23% 33% 43% 25% 23% 33% 22% 27% 16%

25-44 17% 17% 11% 35% 28% 41% 48% 20% 30% 38% 18% 21% 12%

45+ 17% 17% 13% 42% 31% 44% 49% 17% 36% 42% 17% 17% 12%

* SOURCE: AC NIELSON MEDIA HABITS SURVEY 2006

Certain very important influential segments are conspicuously missing in the content mix of newspapersproviding an un-explored and untapped bulk readership potential to look for as important instantcirculation boosters.

-discover circulation and advertising revenue streams both in newspaper and online

Contents beingread

Head-lines

LocalNews of Pakistan

Local City News

Sports News

Inter-national News

Ads forMisc.Products

Busi-ness / Trade News

Job Vacancy Pages

MovieNews

Movie Ads

Op-Ed Pages

Weekly Mags

Classified Pages

Females 84% 52% 44% 19% 28% 26% 09% 12% 16% 17% 06% 09% 05%

Males 87% 66% 47% 52% 46% 18% 19% 14% 10% 09% 10% 07% 04%

Urban Pakistan 2005

86% 61% 46% 40% 40% 21% 15% 13% 12% 12% 09% 08% 04%

*SOURCE: Aurora’s 2009, 2010 and 2011 Annual Editions

SOURCE AND PERCENTAGE

GALLUPPERCENTAGE

AURORAPERCENTAGE

GALLUP + AURORA PERCENTAGE

AD-REVENUE AND PERCENTAGE

Rs.7.2166 Bn 24.33 Rs.8.87 Bn 32.33 Rs.8.04 Bn 28.33

SOURCE AND NEWSPAPERS

GALLUPPERCENTAGE

AURORAPERCENTAGE

AURORA + GALLUP PERCENTAGE

JANG Rs.2.39 Bn 33.67 Rs.2.92 Bn 34.67 Rs.2.655 Bn 34.17

EXPRESS Rs.0.72 Bn 10.33 Rs.0.533 Bn 06.67 Rs.0.6265 Bn 08.50

NAWA-I-WAQT Rs.0.631 Bn 09.00 Rs.00.60 Bn 07.00 Rs.0.6155 Bn 08.00

KHABRAIN Rs.O.286 Bn 04.00 Rs.00.28 Bn 03.33 Rs.0.283 Bn 03.665

TOTAL Rs.4.027 Bn 57.00 Rs.4.353 Bn 51.67 Rs.4.180 Bn 54.335

ALL OTHER NEWSPAPERS Rs3.1896 Bn 43.00 Rs.4.517 Bn 48.33 Rs.3.86 Bn 45.665

In Pakistan three re-configured categories of newspapers have different sets of managementchallenges in addition to those confronted by international newspapers.

Three perceived National Category A but geographically Category B (!?) newspapers (JANG, NAWA-E-WAQT and KHABRAIN) have long history of publishing, “economy of scale” and “ad placementpreference” advantages. Consequently, they benefit from healthy margin in circulation andadvertising revenue due to declining circulation and increasing advertising rates to meet directand indirect production costs and pocket advertising revenue as net profit. It is technicallyimpossible for a district local newspaper or a new Category B national newspaper to out-performthem by using irritatingly common traditional publishing production, editorial and marketingtechniques.

Only Daily EXPRESS has technically engineered geographical distribution edge backed by state-of-the-art-technical know-how judiciously and genuinely creating UNIQUE NATIONAL CATEGORY AEXCLUSIVELY for ITSELF and gradually but significantly cutting into both circulation and ad revenuestreams of the established newspaper brands. Daily NAI BAAT and DUNYA are following DailyEXPRESS.

I, therefore, divide the national newspapers in three categories: National Category A,National Category B and Local Category C

Only one newspaper – Daily EXPRESS

Three Leading National BUT Provincial District Newspapers:JANG, KHABRAIN and NAWA-E-WAQT, covering five, seven plus Muzaffarabad (close toCategory A only in geographical distribution but comparably much low in quality) and fourdistricts of the four provinces of Pakistan and Azad Kashmir respectively.

More than 300 Local / District Newspapers

Daily EXPRESS has a geo-distribution edge of coming out from 11 districts with a distinctsimultaneous local and national editorial / distribution mileage to take advantage of.

JANG is losing and will gradually have irreparable dent in its circulation base in 6 cities,NAWA-E-WAQT in 5 cities and KHABRAIN in 7 cities.

The apparent philosophy behind EXPRESS seems to me is:

“Do not be the in category, be the in .”

“If there is category you can be in ,” as Dan Kennedy says, “You don’t need otherpeople’s permission to do that. Creating your own category is powerful because it is impossible for yourcompetition to .”

EXPRESS has not only created a pushing others in B and Ccategories, it came up with a conspicuously and to newspaper content carryingwebsite too which was immediately, desperately and unimpressively COPIED by the country’s oldest andthe largest group of newspapers in a hurry which is the first indication of its management team’s defeatand submission reflecting their state of

1. Break the myth created by EXPRESS in two areas: and

2. Create its own to be the BUT the in and

3. Come up with a with itshaving and

WHY? The purpose is to simultaneously apply the following inPakistan’s newspaper industry:

-invent content

-organize newsrooms and management

-design formats

-discover revenue streams online

-think advertising and distribution models

Which newspaper will dare to take lead in attempting all of them in

Through the proposed Formation of Research, Content Contribution, Format Developmentand Marketing Teams on Regular and On-Call Assignment Basis:

• Research Teams and Tasks

• Content Contribution Teams and Tasks

• Format Development Teams and Tasks

• Marketing Teams and Tasks

• Job creation through faculty of possiblysponsored by

• Comprehensive research for reader segmentation in each district

• Post-segmentation preparation of a

• Identification of of andfor exclusive local, national and global content development

• into

• Development of for the marketing of soft and hard copies of

exclusively tailored editorial contents

• Job creation through faculty of Work Integrated Media Management Learning possiblysponsored by

• for the selection of in-house editorial contributors and contributors on call

• of of in-house editorial contributors and contributors on call

• Each team of editorial contributors will produce on both national and international topics of readers’ interest

• of tasks

• Creation of a faculty of Multi-Media Management for Work Integrated Multi-MediaManagement Learning

A unique content focused format for district and national editions with a multi-platform interactive web portal is envisioned.

The idea is to translate the vision of an aesthetic presentation of district and nationalprint and online contents into such an international quality multi-media format thatwill provide dependable dynamic posting, downloading and sharing options.

The news items, articles, opinions and branded in-depth exclusive reports and theirexecutive summaries will be available in both word document and pdf formats.

The translations of branded, co-branded, sponsored and co-sponsored contentpackages will be available in English language too online.

of consisting of students of faculty ofComputer Sciences –

• Second alternate Packaging of commissioned contents into Attractive MarketableProducts for potential branding, co-branding , sponsorship, co-sponsorship andadvertising prospects

• A list of potential prospects will be provided to marketing teams

• The major twin-task of the marketing teams will be to:

A: Develop a Loyal Circulation Base

B: To acquire second position in ad and circulation revenue

of the

Thank You

Zahid Hussain Khalid

SUN&FZ Associates