In Pursuit of Digital Dominance
Azam Jalal Khan, CEO & co-Founder, Digitz-Digitas, in profile.
☰
“We realised that the only thing we can master is the ability to adapt to change”
AURORA: WHAT FACTORS LED TO THE ESTABLISHMENT OF DIGITZ DIGITAS IN 2012?
AZAM JALAL KHAN: After completing my A-Levels in Pakistan, I moved to Canada. However, I returned to Pakistan for family-related reasons. I initially joined Daraz as I always had an entrepreneurial itch in me and I headed the marketing department there. However, the stint lasted for six months and I left due to various reasons. That was when Imtisal Abbasi, Managing Partner, IAL Saatchi & Saatchi and Zeeshan Shafi, Managing Partner and co-Founder, Digitz, approached me. At the time, they were in the process of establishing Digitz, an agency dedicated to the digital space. That is how things began in 2011 and we haven’t looked back. Digitz was established in 2012; we became a Digitas affiliate in 2022. In addition to Pakistan, we have offices in Toronto and Dubai.
A: Which companies come under the Digitz Group umbrella?
AJK: Four companies form the Digitz Group. Digitz Digitas, which works on digital marketing for multinational companies. Red Cactus, which is a content development and influencer marketing company and works with our local clients. Digitz Software and Technology Development which is dedicated to tech. Station-01 is an incubation centre and allows us to invest in start-ups such as The Garage Sale Company and Khelo Kricket.
A: How was Digitz financed at the time of its formation?
AJK: Imtisal and I invested in it initially. We also took a loan from IAL Saatchi & Saatchi with the promise that we would return it, which we did in less than two years.
A: How did you secure your initial client base?
AJK: Imtisal and Zeeshan had started working on Digitz prior to my joining and they had a few clients through IAL, such as P&G and National Foods. After I entered the equation, we started to gain more clients. We essentially started as a social media agency, as this was the main function of a digital agency at the time. Today, Digitz and IAL Saatchi & Saatchi function as two completely different entities, although Imtisal Abbasi and Nida Haider Khan are also directors of the Digitz Group.
“When Digitz was a very new agency, we learned that globally, agencies in general are shifting towards an integrated marketing and communications philosophy, and we are therefore positioning ourselves as an organisation that can provide end-to-end solutions.”
A: Which services does the Digitz Group provide?
AJK: We are an integrated marketing communications company. On a basic level, we conduct strategy, which entails research and understanding the consumer, our competition and industry trends. This also includes developing brand strategies with regard to how to roll out a campaign or even conceptualise a strategy for new companies. We also provide creative services, which mainly include thinking up big ideas for campaigns in an integrated way, including D/TVCs, activations, social media, influencer marketing or creating a website or a mobile app. We also provide design-related services which include animation among other things. We also do digital media planning and buying based on data-driven strategies, which clients are increasingly asking for. We are also now leaning heavily into providing hard-core technology and backend software-related services.
A: How have the services you provide changed?
AZK: There has been a drastic change in these as things have evolved at a rapid pace. At the Digitz Group, we realised that the only thing we can master is the ability to adapt to change. When Digitz was a very new agency, we learned that globally, agencies in general are shifting towards an integrated marketing and communications philosophy, and we are therefore positioning ourselves as an organisation that can provide end-to-end solutions. In fact, we ask our clients to think of us as solution providers.
A: Into which areas is the Digitz Group expanding?
AJK: We are heavily investing in providing software-related solutions. Software has two aspects. The first is called marketing or agency software and involves creating websites and mobile apps and developing marketing strategies, creative campaigns and design/animations – all of which serve a brand purpose. We also work with clients (especially those located overseas) in developing complex software systems. This is the second aspect of software – hard-core engineering software development – which is entirely related to backend systems. These projects are more attractive from a financial point of view. For example, we had an FMCG client who was trying to figure out how to gauge their point of sale customer profile and the options they had were very expensive and they didn’t have the budget for it. We created a customer relationship management (CRM) platform in addition to a loyalty management programme for them.
A: What changes do you foresee in agencies given the increase of AI?
AJK: I don’t have a doom-and-gloom approach towards AI. I am very positive about it and I do not believe that it will take away jobs, because the way people think cannot be replaced by AI. However, AI is an important tool that can help us work more efficiently. For example, at one point, colour grading an image would take several hours; now it can be done in five minutes using AI-based software. Zeeshan and I are working on using AI to internally streamline our operations. As for our clients, we have created AI-based products for some of them and plan to continue in this vein, such as creating AI-based chat assistants or AI bots that can help improve customer service. We are also going to create our own influencer marketing tool; we are developing it for in-house use and may market it to other organisations if it is effective.
A: Which are the memorable campaigns that Digitz has worked on?
AJK: Being a digital agency, the number of campaigns we work on is very high. One that comes to mind is Coke Studio. Their content was amazing, but how Coke Studio became better known had a lot to do with Digitz, in terms of increasing its reach on digital platforms and creating a dedicated fan base. We also did a campaign for L’Oréal after the Covid-19 pandemic began. As many stores were shut down, L’Oréal were unable to sell their products. At the same time, the French president had mentioned the hijab ban and there was a massive movement against L’Oréal products in Pakistan. After conducting a sentiment analysis, we initiated a campaign called ‘Online is Safe’. The campaign communicated two messages. The first was that people should stay home and shop online. The second was that the products available online were genuine and not counterfeit or products that came through grey channels. We also encouraged L’Oréal to ensure that their products were available on more than one digital platform. As a result of the campaign, we reached our sales target within four days instead of the month and a half we had planned. I think it was probably that single campaign that brought a shift in L’Oréal Pakistan’s way of approaching their marketing.
A: Who are your primary clients now?
AJK: In Pakistan, our clients include Lipton, L’Oréal and Kia Motors; I think 70% of our clients are multinationals, although we do have local clients, such as Bisconni, JS Bank and National Foods. We are also working with Tetra Pak in Pakistan, Saudi Arabia, East Africa, West Africa and South Africa in addition to Reckitt in Nigeria and Kenya on the Dettol account.
“Why do we have to measure creativity by the yardstick of a 30-second TVC? I think creativity can be applied to anything, and we have to think of new ways to be creative. It is more difficult to be creative on digital platforms since we only have five or six seconds to capture the audience’s attention.”
A: What about your international client base?
AJK: We secured a client in Saudi Arabia recently, which is a start-up, and are doing all their digital work. We have a few clients in Canada including a fintech. If there is a certain function that we cannot do ourselves, we bring in a third party to complete it. However, the ideation comes from our end as well as the creative direction and management. We have pitched some creative concepts to them and the campaign may be partially shot in Pakistan and Canada. However, our primary focus is on software development, marketing tech, ad tech and developing products.
A: Are you now focusing on becoming a 360-degree ‘conventional’ agency with a digital-first attitude?
AJK: I don’t think we should use the word conventional anymore, because irrespective of the medium, content is content and we can help produce it. We are not trying to become a conventional agency; rather we are telling our clients that we have the capability to carry out any function they require.
A: What are the most dynamic digital platforms when it comes to attracting younger audiences?
AJK: It would have to be TikTok, not only for young people, but also older ones, as everyone is on TikTok now.
A: Are brands using TikTok effectively?
AJK: I think the majority of brands have figured out the correct way to use it. This includes using influencers and most brands have their own channels on TikTok. However, TikTok’s power comes from encouraging people to create content for their brands. For example, asking audiences to create videos by taking part in events such as dance challenges. A risky project we took on for L’Oréal was TikTok-based. Earlier, L’Oréal China had started to use TikTok for live selling. We hadn’t tested this practice here but decided to give it a try. The results were amazing, and we won awards for the campaign. We used a host of TikTok influencers for the campaign.
A: How do you rate the importance of influencer marketing?
AJK: We refer to influencer marketing as advocacy and in some cases, it has an even better impact than Google and Meta.
A: Do you think that audiences now tend to take a more cynical view of influencer marketing?
AJK: Yes and no. I think people, especially the younger generation, can see through it. However, it still works better than placing ads on digital platforms and boosting them – which has become increasingly more expensive. However, ethics are coming into the equation and brands and influencers are starting to state whether a post is paid for or not.
A: Do you think creativity is being compromised on digital platforms?
AJK: Not at all. Why do we have to measure creativity by the yardstick of a 30-second TVC? I think creativity can be applied to anything, and we have to think of new ways to be creative. It is more difficult to be creative on digital platforms since we only have five or six seconds to capture the audience’s attention. I am currently reading The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness by Jonathan Haidt. Haidt says that the “great rewiring” took place between 2010 and 2015, after the introduction of the iPhone, 3G and social media platforms, and resulted in shortening people’s attention spans and changing the way they function. As a result, brands are changing the way they engage with audiences. For example, Bose, the sound company, created an amazing 30-second TVC showing people jumping and dancing wearing Bose headphones. However, the response was low due to its duration and they cut it to five to six seconds, showing the product and communicating the message within the first two seconds. This is the way creativity is shaping up, although perhaps I am not the best person to answer this question because I am, at the most basic level, a technologist and a follower of science.
A: What are the biggest challenges for digital agencies?
AJK: One of the major challenges is hiring and retaining resources. There has been a massive brain drain in Pakistan and young, intelligent, and talented people are either looking for options abroad or opting to go freelance as it is better paid for them. A lot of people think the younger generation is inconsistent in terms of their approach to work, but I think they face a set of challenges that previous generations did not. Their way of thinking is very different. Another challenge is that marketing budgets are being cut. I don’t hold this against clients. However, as a result of this, cash flows have been affected and at times we can’t pay vendors on time because we don’t get paid on time from our clients. However, I think it’s just a matter of time until the economy improves, although the economic scenario has definitely affected the morale of people across the board.
MMA: What are the Digitz Group’s plans for the future?
AJK: We will continue to relearn and pivot. Ultimately, we want to go global and create work that can be seen on a global stage. No client or project is big or small. We will continue to position ourselves as solution providers and overcome challenges related to communications, technology and marketing.
Azam Jalal Khan was in conversation with Mamun M. Adil.mamun.adil@gmail.com
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A: Which services does the Digitz Group provide?
AJK: We are an integrated marketing communications company. On a basic level, we conduct strategy, which entails research and understanding the consumer, our competition and industry trends. This also includes developing brand strategies with regard to how to roll out a campaign or even conceptualise a strategy for new companies. We also provide creative services, which mainly include thinking up big ideas for campaigns in an integrated way, including D/TVCs, activations, social media, influencer marketing or creating a website or a mobile app. We also provide design-related services which include animation among other things. We also do digital media planning and buying based on data-driven strategies, which clients are increasingly asking for. We are also now leaning heavily into providing hard-core technology and backend software-related services.
A: How have the services you provide changed?
AZK: There has been a drastic change in these as things have evolved at a rapid pace. At the Digitz Group, we realised that the only thing we can master is the ability to adapt to change. When Digitz was a very new agency, we learned that globally, agencies in general are shifting towards an integrated marketing and communications philosophy, and we are therefore positioning ourselves as an organisation that can provide end-to-end solutions. In fact, we ask our clients to think of us as solution providers.
A: Into which areas is the Digitz Group expanding?
AJK: We are heavily investing in providing software-related solutions. Software has two aspects. The first is called marketing or agency software and involves creating websites and mobile apps and developing marketing strategies, creative campaigns and design/animations – all of which serve a brand purpose. We also work with clients (especially those located overseas) in developing complex software systems. This is the second aspect of software – hard-core engineering software development – which is entirely related to backend systems. These projects are more attractive from a financial point of view. For example, we had an FMCG client who was trying to figure out how to gauge their point of sale customer profile and the options they had were very expensive and they didn’t have the budget for it. We created a customer relationship management (CRM) platform in addition to a loyalty management programme for them.
A: What changes do you foresee in agencies given the increase of AI?
AJK: I don’t have a doom-and-gloom approach towards AI. I am very positive about it and I do not believe that it will take away jobs, because the way people think cannot be replaced by AI. However, AI is an important tool that can help us work more efficiently. For example, at one point, colour grading an image would take several hours; now it can be done in five minutes using AI-based software. Zeeshan and I are working on using AI to internally streamline our operations. As for our clients, we have created AI-based products for some of them and plan to continue in this vein, such as creating AI-based chat assistants or AI bots that can help improve customer service. We are also going to create our own influencer marketing tool; we are developing it for in-house use and may market it to other organisations if it is effective.
A: Which are the memorable campaigns that Digitz has worked on?
AJK: Being a digital agency, the number of campaigns we work on is very high. One that comes to mind is Coke Studio. Their content was amazing, but how Coke Studio became better known had a lot to do with Digitz, in terms of increasing its reach on digital platforms and creating a dedicated fan base. We also did a campaign for L’Oréal after the Covid-19 pandemic began. As many stores were shut down, L’Oréal were unable to sell their products. At the same time, the French president had mentioned the hijab ban and there was a massive movement against L’Oréal products in Pakistan. After conducting a sentiment analysis, we initiated a campaign called ‘Online is Safe’. The campaign communicated two messages. The first was that people should stay home and shop online. The second was that the products available online were genuine and not counterfeit or products that came through grey channels. We also encouraged L’Oréal to ensure that their products were available on more than one digital platform. As a result of the campaign, we reached our sales target within four days instead of the month and a half we had planned. I think it was probably that single campaign that brought a shift in L’Oréal Pakistan’s way of approaching their marketing.
A: Who are your primary clients now?
AJK: In Pakistan, our clients include Lipton, L’Oréal and Kia Motors; I think 70% of our clients are multinationals, although we do have local clients, such as Bisconni, JS Bank and National Foods. We are also working with Tetra Pak in Pakistan, Saudi Arabia, East Africa, West Africa and South Africa in addition to Reckitt in Nigeria and Kenya on the Dettol account.
“Why do we have to measure creativity by the yardstick of a 30-second TVC? I think creativity can be applied to anything, and we have to think of new ways to be creative. It is more difficult to be creative on digital platforms since we only have five or six seconds to capture the audience’s attention.”
A: What about your international client base?
AJK: We secured a client in Saudi Arabia recently, which is a start-up, and are doing all their digital work. We have a few clients in Canada including a fintech. If there is a certain function that we cannot do ourselves, we bring in a third party to complete it. However, the ideation comes from our end as well as the creative direction and management. We have pitched some creative concepts to them and the campaign may be partially shot in Pakistan and Canada. However, our primary focus is on software development, marketing tech, ad tech and developing products.
A: Are you now focusing on becoming a 360-degree ‘conventional’ agency with a digital-first attitude?
AJK: I don’t think we should use the word conventional anymore, because irrespective of the medium, content is content and we can help produce it. We are not trying to become a conventional agency; rather we are telling our clients that we have the capability to carry out any function they require.
A: What are the most dynamic digital platforms when it comes to attracting younger audiences?
AJK: It would have to be TikTok, not only for young people, but also older ones, as everyone is on TikTok now.
A: Are brands using TikTok effectively?
AJK: I think the majority of brands have figured out the correct way to use it. This includes using influencers and most brands have their own channels on TikTok. However, TikTok’s power comes from encouraging people to create content for their brands. For example, asking audiences to create videos by taking part in events such as dance challenges. A risky project we took on for L’Oréal was TikTok-based. Earlier, L’Oréal China had started to use TikTok for live selling. We hadn’t tested this practice here but decided to give it a try. The results were amazing, and we won awards for the campaign. We used a host of TikTok influencers for the campaign.
A: How do you rate the importance of influencer marketing?
AJK: We refer to influencer marketing as advocacy and in some cases, it has an even better impact than Google and Meta.
A: Do you think that audiences now tend to take a more cynical view of influencer marketing?
AJK: Yes and no. I think people, especially the younger generation, can see through it. However, it still works better than placing ads on digital platforms and boosting them – which has become increasingly more expensive. However, ethics are coming into the equation and brands and influencers are starting to state whether a post is paid for or not.
A: Do you think creativity is being compromised on digital platforms?
AJK: Not at all. Why do we have to measure creativity by the yardstick of a 30-second TVC? I think creativity can be applied to anything, and we have to think of new ways to be creative. It is more difficult to be creative on digital platforms since we only have five or six seconds to capture the audience’s attention. I am currently reading The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness by Jonathan Haidt. Haidt says that the “great rewiring” took place between 2010 and 2015, after the introduction of the iPhone, 3G and social media platforms, and resulted in shortening people’s attention spans and changing the way they function. As a result, brands are changing the way they engage with audiences. For example, Bose, the sound company, created an amazing 30-second TVC showing people jumping and dancing wearing Bose headphones. However, the response was low due to its duration and they cut it to five to six seconds, showing the product and communicating the message within the first two seconds. This is the way creativity is shaping up, although perhaps I am not the best person to answer this question because I am, at the most basic level, a technologist and a follower of science.
A: What are the biggest challenges for digital agencies?
AJK: One of the major challenges is hiring and retaining resources. There has been a massive brain drain in Pakistan and young, intelligent, and talented people are either looking for options abroad or opting to go freelance as it is better paid for them. A lot of people think the younger generation is inconsistent in terms of their approach to work, but I think they face a set of challenges that previous generations did not. Their way of thinking is very different. Another challenge is that marketing budgets are being cut. I don’t hold this against clients. However, as a result of this, cash flows have been affected and at times we can’t pay vendors on time because we don’t get paid on time from our clients. However, I think it’s just a matter of time until the economy improves, although the economic scenario has definitely affected the morale of people across the board.
MMA: What are the Digitz Group’s plans for the future?
AJK: We will continue to relearn and pivot. Ultimately, we want to go global and create work that can be seen on a global stage. No client or project is big or small. We will continue to position ourselves as solution providers and overcome challenges related to communications, technology and marketing.
Azam Jalal Khan was in conversation with Mamun M. Adil.mamun.adil@gmail.com
Read Comments
Related Stories
A: What about your international client base?
AJK: We secured a client in Saudi Arabia recently, which is a start-up, and are doing all their digital work. We have a few clients in Canada including a fintech. If there is a certain function that we cannot do ourselves, we bring in a third party to complete it. However, the ideation comes from our end as well as the creative direction and management. We have pitched some creative concepts to them and the campaign may be partially shot in Pakistan and Canada. However, our primary focus is on software development, marketing tech, ad tech and developing products.
A: Are you now focusing on becoming a 360-degree ‘conventional’ agency with a digital-first attitude?
AJK: I don’t think we should use the word conventional anymore, because irrespective of the medium, content is content and we can help produce it. We are not trying to become a conventional agency; rather we are telling our clients that we have the capability to carry out any function they require.
A: What are the most dynamic digital platforms when it comes to attracting younger audiences?
AJK: It would have to be TikTok, not only for young people, but also older ones, as everyone is on TikTok now.
A: Are brands using TikTok effectively?
AJK: I think the majority of brands have figured out the correct way to use it. This includes using influencers and most brands have their own channels on TikTok. However, TikTok’s power comes from encouraging people to create content for their brands. For example, asking audiences to create videos by taking part in events such as dance challenges. A risky project we took on for L’Oréal was TikTok-based. Earlier, L’Oréal China had started to use TikTok for live selling. We hadn’t tested this practice here but decided to give it a try. The results were amazing, and we won awards for the campaign. We used a host of TikTok influencers for the campaign.
A: How do you rate the importance of influencer marketing?
AJK: We refer to influencer marketing as advocacy and in some cases, it has an even better impact than Google and Meta.
A: Do you think that audiences now tend to take a more cynical view of influencer marketing?
AJK: Yes and no. I think people, especially the younger generation, can see through it. However, it still works better than placing ads on digital platforms and boosting them – which has become increasingly more expensive. However, ethics are coming into the equation and brands and influencers are starting to state whether a post is paid for or not.
A: Do you think creativity is being compromised on digital platforms?
AJK: Not at all. Why do we have to measure creativity by the yardstick of a 30-second TVC? I think creativity can be applied to anything, and we have to think of new ways to be creative. It is more difficult to be creative on digital platforms since we only have five or six seconds to capture the audience’s attention. I am currently reading The Anxious Generation: How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness by Jonathan Haidt. Haidt says that the “great rewiring” took place between 2010 and 2015, after the introduction of the iPhone, 3G and social media platforms, and resulted in shortening people’s attention spans and changing the way they function. As a result, brands are changing the way they engage with audiences. For example, Bose, the sound company, created an amazing 30-second TVC showing people jumping and dancing wearing Bose headphones. However, the response was low due to its duration and they cut it to five to six seconds, showing the product and communicating the message within the first two seconds. This is the way creativity is shaping up, although perhaps I am not the best person to answer this question because I am, at the most basic level, a technologist and a follower of science.
A: What are the biggest challenges for digital agencies?
AJK: One of the major challenges is hiring and retaining resources. There has been a massive brain drain in Pakistan and young, intelligent, and talented people are either looking for options abroad or opting to go freelance as it is better paid for them. A lot of people think the younger generation is inconsistent in terms of their approach to work, but I think they face a set of challenges that previous generations did not. Their way of thinking is very different. Another challenge is that marketing budgets are being cut. I don’t hold this against clients. However, as a result of this, cash flows have been affected and at times we can’t pay vendors on time because we don’t get paid on time from our clients. However, I think it’s just a matter of time until the economy improves, although the economic scenario has definitely affected the morale of people across the board.
MMA: What are the Digitz Group’s plans for the future?
AJK: We will continue to relearn and pivot. Ultimately, we want to go global and create work that can be seen on a global stage. No client or project is big or small. We will continue to position ourselves as solution providers and overcome challenges related to communications, technology and marketing.
Azam Jalal Khan was in conversation with Mamun M. Adil.mamun.adil@gmail.com