Ideas and the executioner’s axe
Most Pakistani advertising agencies are unregulated – filled with people we colloquially call baaton ke baadshah, and through years of experience these story spinners have mastered the art of selling ice to an Eskimo. Armed with PowerPoint decks and oozing with charisma, any of these formidable mad men can deliver a steady stream of amazing ideas. Few of us, however, have the necessary machinery to deliver the right execution for the same.
The result? Bizarre TVCs, botched activations, superficial digital content. The biggest case in point in the local market seems to be massive rebranding campaigns, which sound good on paper (“We’ll revamp the image! Make you a younger and sexier brand. The masses will cheer for you in the streets! The youth will Snapchat your new logo! The Page 3 crowd will talk about you over canapés!”), but end up being a whitewashing exercise without any significant consumer engagement. Four years and two marketing directors later, the cycle repeats itself.
Two factors play a major role in the discrepancy between an idea and its execution. The first is money. It is simultaneously the most important aspect in any creative campaign’s implementation and its most versatile scapegoat; “Yes, we wanted to go further, but the client didn’t cough up enough dough.”
Ideas are cheap, fleeting, and in Pakistan, extremely fickle. So any agency can afford to fire 10 ideas in your brand’s direction (seven of which they already tried earlier with another client). But when it comes to execution, you need to make the right arrangements, create the right things, and produce the right expressions. All of these cost real money, and most of us are either restricted with budgetary constraints or too busy maximising the profit on each project to put resources where they are due.
"Great ideas sound good in the boardroom, but are often tougher to defend when you get down to the nitty-gritty in execution phase."
The other factor, which I feel is a subtler commentary on the state of marketing in Pakistan, is the inability to take risks in the face of opposition. Great ideas sound good in the boardroom, but are often tougher to defend when you get down to the nitty-gritty in execution phase. We don’t want to move away from the traditional shoots, the tried and tested directors, the safe visual templates, the charted technology, and the riskless tone of voice. We’re way too willing to compromise when it comes to properly testing and executing an idea to its full potential.
To be fair, this isn’t a problem limited to just our country. There are examples of executional bhands (blunder) in the global ad community as well. The GAP brand identity revamp project from 2010 mirrored the executional misstep of a good idea taking a wrong turn in the application stage. The world was awaiting a better logo, but the newer iteration just seemed to... to put it in simple terms, suck.