During the traditional slow news week between Christmas and New Year, a critical article appeared on the Bloomberg News website: “BRIC Decade Ends With Record Stock Outflows as Goldman Says Growth Peaked.”
The story outlined how Goldman Sachs, who coined the term BRIC -- (Brazil, Russia, India, China), suggested that the best may be over for the largest emerging markets. Nonetheless, that still means an average economic growth rate of 6.1% in 2012 compared to a BRIC high of 9.7 percent in 2007, based on International Monetary Fund projections. However, nations like Indonesia, Nigeria and Turkey may overshadow the BRICs in the next five years.
Interestingly, while the most recent ad forecasts have pointed to BRIC growth to fuel the global ad economy, optimistic 2012 ad expenditure forecasts from ZenithOptimedia, Magna Global and Group M all suggest that Quadrennial events like the US President Election, The European Soccer Championship and The London Olympics will augment ad growth, in addition to a Japanese ad recovery.
ZenithOptimedia also believes that the ten developing markets will deliver half of global ad spend growth between 2011 and 2014, while developing markets will increase their share of the global ad market from 32.3% to 35.9% over the next three years.
Perhaps most significantly, Zenith also predicts that in 2012 advertisers will finally invest cash reserves to win market share and stimulate consumer demand.
Rishad Tobaccowala, Chief Strategy and Innovation Officer of VivaKi, which combines the digital and media assets of the Publicis Groupe including Digitas, Razorfish, Starcom Mediavest and Zenith Optimedia, posts in his blog each December the four key factors affecting the future of advertising. For 2012, he suggests the following:
1. Advertising is entering a golden age and will continue to be a booming industry.
He believes: a) technology is allowing for better ways of targeting and measuring advertising, b) brands are growing more important in a fast-moving and cluttered world and c) globalization is bringing hundreds of millions of people with desires and needs into the marketplace.
2. Think People, Think Mongrel, do not only Think Digital.
Technology and digital platforms will play a critical role in the future of advertising. However successful people and agencies will not be "digital at the core;" the future will be about people and putting people at the core. “We need to train people who are cross-bred and hybrid and who are willing to work together. The future of advertising will belong to mongrels and will be about people at the core.”
3. The future of advertising will not fit in the containers of the past.
Most market leaders in the Advertising Agency, Media Company and Marketer fields have been designed for the past, while systems, incentive plans, organizational structures have also been designed for the past. The goal of 2012 is to bring in new talent and actually incentivize the new behaviors that are now most important.
4. Change begins with us.
The future of advertising and marketing is much less about technology and platforms and much more about the talent and the mindset in the industry.
2012 Advertising Shift
AgencySpy editor Kiran Aditham recently shared his thoughts for 2012 with Media Bistro in the US. He’s been observing a significant shift as more major brands are severing long-term relationships with their agencies of record—even parting with agencies they’ve used for half a century. He sees this continuing in 2012 “as stalwart brands feel like monoliths and want to change.”
Media Trends
According to Randall Rothenberg, President & CEO of the Internet Advertising Bureau (IAB), the rise in popularity of tablets will bring back a focus on creativity -- rather than technology -- when it comes to online advertising. He believes 2012 will become a breakthrough year for ad creativity and digital content. Rothenberg calls the movement a "cultural breakthrough," as ads will be created first for the tablet, rather than start on TV or print in magazines and be repositioned to fit on a tablet. These ads, designed for consumption on tablets first, will have a cultural impact on society.
Other Media Trends for 2012 include:
• Branded-content production: Marketers will continue to have greater involvement in original-content production, which should lead to better standards for successful campaigns.
• Privacy Expectations Will Shift
There will be widespread cultural change as people find it more acceptable to offer increased personal details on social media—from sharing likes, opinions, photos, videos and other personal information.
• Advertising that’s User-Selected: As inventory becomes commoditized and brands focus on user initiation as a metric of engagement, user-selected advertising will grow.
• Search Engine Interaction Will Change
Google's Social Search will change the way we interact with search engines by pushing relevant, real-time content from our personal networks to the front of search results, making them more personalized. “Influencer Marketing” concepts will become more important.
• A Greater Merging of Web and TV Talent: TV stars will be looking to use their name and reputation to gain more significance in social video, while YouTube and Twitter celebrities start to make more waves on TV.
Content Aggregators Grow in Importance
• As the ability to manage the volume of content becomes more daunting, content aggregators will become critically important… and potentially become a new growth industry.
• Online Video & TV Content Blend: For agencies, the distinction between online video content and television content will become less pronounced. This will affect how budgets are spent and result in an increased ad load online as video viewership grows.
• Publishers will Include More Video: The evolution to more video on publisher sites is inevitable, even if it starts in display.
• Social Networks “De-Centralize”
Digital experiences will leverage the power of social networks through personal information and the relationships as concepts like Facebook Connect and Google's FriendConnect grow.
• Augmented Reality Will Alter Business Relationships:
Information from social-media will be used to enhance everyday experiences with a melding of contacts with Twitter fees with Reviews linked to GPS mapping. Socially- enabled CRM will change how companies manage business relationships forever.--The Internationalist Magazine
Showing posts with label marketing. Show all posts
Showing posts with label marketing. Show all posts
Sunday, January 8, 2012
Monday, September 19, 2011
Marketing’s Role as Critical to Sales Growth
Marketing can no longer be considered a "secondary" role in any company."A Marketer's greatest opportunity today is to capitalize on how organizations are starting to recognize the value that Marketing can generate to various lines of business and to a company's bottom line, says Roberto Ricossa, Marketing Vice President for Avaya in an interview with the Internationalist Magazine.
Roberto Ricossa is responsible for defining and leading the Marketing Strategy throughout the Americas International Region, which includes Latin America and Canada.
Top executives from CEOs, CFOs to Sales Leaders are realizing the impact that a well-oiled marketing engine can have on all company results. It is our role to maximize this and clearly articulate the value proposition that marketing can demonstrate when aligned with the sales organization."
Interestingly, with almost two decades of experience, Roberto Ricossa believes that priorities of marketing have changed today. Although branding continues to be of tremendous importance, he sees "managing innovation" and "understanding the opportunities and expectations of sales" as now critical to delivering on Return on Marketing Investment.
In his marketing role at Avaya, Roberto Ricossa reports into the sales department. He has demonstrated how a strong alignment between marketing and sales can produce measureable results. His work has not only accelerated key revenue growth, but it has raised the perception of marketing within the company. Yet this kind of successful internal relationship comes with constant dialogue; shared vision, strategic direction and tactics; meticulous planning; and, of course, budgeting with ongoing assessment.
"Today," says Ricossa, "Top-level executives from the CEO to the CFO have had more exposure to good marketing and can recognize a beneficial plan when it's presented. However, when you help sales produce double-digit growth, marketing is no longer viewed as playing a support role, but is seen as an essential function in contributing to the company's overall well-being."
"If I could change anything in business today," he asserts, "I would start with a company's P&L and move marketing from an expense to an investment. This is more than semantics. ROI is at the heart of any successful business; effective marketing operates today with the expectations of an investment within a given timeframe."
He also believes the marketing is playing a leading role as the Latin American market experiences overall growth. The key, though, "is realizing that even though every market is different, we have to be able to identify the similarities among countries and maximize our efforts by obtaining economies of scale on pan-regional initiatives with a core essence, but with a local flavor tailored to the pertinent audience."
Roberto Ricossa, born in Mexico City, has 17+ years in the international telecom industry with such leading companies such as Avaya, Nortel and Anixter. He holds a Bachelor of Science degree in Industrial Engineering from the Ibero University in Mexico, and has several management diplomas and certifications from renowned institutions like The Kellogg School of Management. In 2011, he was named one of The Internationalist's LATIN AMERICAN 50.
Roberto Ricossa is responsible for defining and leading the Marketing Strategy throughout the Americas International Region, which includes Latin America and Canada.
Top executives from CEOs, CFOs to Sales Leaders are realizing the impact that a well-oiled marketing engine can have on all company results. It is our role to maximize this and clearly articulate the value proposition that marketing can demonstrate when aligned with the sales organization."
Interestingly, with almost two decades of experience, Roberto Ricossa believes that priorities of marketing have changed today. Although branding continues to be of tremendous importance, he sees "managing innovation" and "understanding the opportunities and expectations of sales" as now critical to delivering on Return on Marketing Investment.
In his marketing role at Avaya, Roberto Ricossa reports into the sales department. He has demonstrated how a strong alignment between marketing and sales can produce measureable results. His work has not only accelerated key revenue growth, but it has raised the perception of marketing within the company. Yet this kind of successful internal relationship comes with constant dialogue; shared vision, strategic direction and tactics; meticulous planning; and, of course, budgeting with ongoing assessment.
"Today," says Ricossa, "Top-level executives from the CEO to the CFO have had more exposure to good marketing and can recognize a beneficial plan when it's presented. However, when you help sales produce double-digit growth, marketing is no longer viewed as playing a support role, but is seen as an essential function in contributing to the company's overall well-being."
"If I could change anything in business today," he asserts, "I would start with a company's P&L and move marketing from an expense to an investment. This is more than semantics. ROI is at the heart of any successful business; effective marketing operates today with the expectations of an investment within a given timeframe."
He also believes the marketing is playing a leading role as the Latin American market experiences overall growth. The key, though, "is realizing that even though every market is different, we have to be able to identify the similarities among countries and maximize our efforts by obtaining economies of scale on pan-regional initiatives with a core essence, but with a local flavor tailored to the pertinent audience."
Roberto Ricossa, born in Mexico City, has 17+ years in the international telecom industry with such leading companies such as Avaya, Nortel and Anixter. He holds a Bachelor of Science degree in Industrial Engineering from the Ibero University in Mexico, and has several management diplomas and certifications from renowned institutions like The Kellogg School of Management. In 2011, he was named one of The Internationalist's LATIN AMERICAN 50.
Sunday, August 28, 2011
Brazil's Marketing Secrets
"Brazil is booming and its creativity and talent continues to be its major strength," says Cesar Vacchiano, President & CEO of Grupo Consultores,
in an interview with the Internationalist Magazine. Grupo Consultores is a Madrid-based agency consultancy that has been expanding across the fast-growth sectors of the world, particularly Latin America.
Cesar has been instrumental in developing the company’s research, including such resports as agencyScope, mediaScope, salaryScope, and digitalScope across more than 20 markets.
He recently turned his attention to Brazil -- a market now ranked as 5th in the world in terms of population. The country’s economy is robust after chalking up 7.5% growth in 2010. Much of that strength can be attributed to the rise of middle-class consumers. One hundred million people have moved above the poverty line and are now part of a new middle class. Incomes have improved by 69% among the poorest Brazilians.
According to Cesar, "Everything is just beginning." The World Cup in 2014 and Olympics in 2016 will contribute to better establishing the country on the world stage. The number of tourists is expected to grow by 60% by 2016.
He reminds us, though, that Brazil is different from most countries in its approach to advertising, marketing and media. For example, media agencies do not exist in Brazil. Creative or full service agencies implement media strategies and execute planning and buying for their clients. "This has major implications. Agencies are huge and powerful; they have money to hire the best talent and try to provide the best solutions to their clients."
And today Brazilian Advertising Industry is booming. César tells us: "Most holding companies and network agencies are involved in a buying frenzy. The independents are constantly being approached and have multiple proposals on their tables. Other international players like StrawberryFrog, M&C Saatchi, Wieden+Kennedy, R/GA, Huge are finding high-profile professionals to lead their local efforts. And more agencies are still to come."
Of course, advertising people are adored in Brazil, and are celebrities akin to sports personalities or movie stars.
Brazilian advertising leaders are frequently interviewed by the press—not only for their opinions about communications, but also about politics, the economy or the country’s future. All Brazilians, not just clients, know them, respect them and trust them as opinion leaders.
Cesar Vacchiano adds that his research demonstrates that 'Brazilian Agencies are strong in strategic planning, creativity, account service, media, and are even very well-ranked in terms of 'value for money.' "
Not bad for a country that had largely been associated only with soccer, beaches and samba.
in an interview with the Internationalist Magazine. Grupo Consultores is a Madrid-based agency consultancy that has been expanding across the fast-growth sectors of the world, particularly Latin America.
Cesar has been instrumental in developing the company’s research, including such resports as agencyScope, mediaScope, salaryScope, and digitalScope across more than 20 markets.
He recently turned his attention to Brazil -- a market now ranked as 5th in the world in terms of population. The country’s economy is robust after chalking up 7.5% growth in 2010. Much of that strength can be attributed to the rise of middle-class consumers. One hundred million people have moved above the poverty line and are now part of a new middle class. Incomes have improved by 69% among the poorest Brazilians.
According to Cesar, "Everything is just beginning." The World Cup in 2014 and Olympics in 2016 will contribute to better establishing the country on the world stage. The number of tourists is expected to grow by 60% by 2016.
He reminds us, though, that Brazil is different from most countries in its approach to advertising, marketing and media. For example, media agencies do not exist in Brazil. Creative or full service agencies implement media strategies and execute planning and buying for their clients. "This has major implications. Agencies are huge and powerful; they have money to hire the best talent and try to provide the best solutions to their clients."
And today Brazilian Advertising Industry is booming. César tells us: "Most holding companies and network agencies are involved in a buying frenzy. The independents are constantly being approached and have multiple proposals on their tables. Other international players like StrawberryFrog, M&C Saatchi, Wieden+Kennedy, R/GA, Huge are finding high-profile professionals to lead their local efforts. And more agencies are still to come."
Of course, advertising people are adored in Brazil, and are celebrities akin to sports personalities or movie stars.
Brazilian advertising leaders are frequently interviewed by the press—not only for their opinions about communications, but also about politics, the economy or the country’s future. All Brazilians, not just clients, know them, respect them and trust them as opinion leaders.
Cesar Vacchiano adds that his research demonstrates that 'Brazilian Agencies are strong in strategic planning, creativity, account service, media, and are even very well-ranked in terms of 'value for money.' "
Not bad for a country that had largely been associated only with soccer, beaches and samba.
Tuesday, August 2, 2011
The End of 'Random Acts of Marketing'
In its newly-released annual report on the State of Marketing, the Chief Marketing Officer (CMO) Council sees a new commitment to marketing performance measurement, particularly in relation to digital effectiveness and social media integration as marketers seek increased accountability. The report is based upon the in-depth responses of 600 CMO Council members in 110 countries and was produced with the support of Deloitte and OpenText.
Integration, alignment, visibility and return on investment (ROI) are among the key requirements for marketing performance improvement according The 2011 State Of Marketing: Outlook, Intentions and Investments. Any resources or agencies that fail to bring innovation, technical knowledge or value‐added thinking to the marketing equation are certainly at risk in today’s environment. The survey results underscore how CMOs now require marketing analytics talent coupled with strategic planning and business development experience to better target, segment and then act on growth opportunities.
"While marketers have been focused on transforming their operations and customer engagements with hosted services and digital solutions, many have actually created a grab bag of siloed point‐solutions that just proliferate Random Acts of Marketing," said Donovan Neale‐May, Executive Director of the CMO Council. "Today’s successful marketing organization is unifying its extended ecosystem, aligning more effectively with business and sales groups, and integrating campaign components to drive efficiency and more measurable outcomes."
The report also concludes that marketing, as a function, continues to reach beyond the borders of branding. CMOs surveyed indicated a growing authority in such areas:
The report also concludes that marketing, as a function, continues to reach beyond the borders of branding. CMOs surveyed indicated a growing authority in such areas:
* Strategic planning and forecasting -- 74%
* Business development and collaborating- 46%
* Pricing- 36%
* Distribution/channel management - 36%
* Product design and specification - 27%
* Pricing- 36%
* Distribution/channel management - 36%
* Product design and specification - 27%
This growing authority matches the rising expectations on marketing leaders to driving business growth and revenues. Among the top deliverables for CMOs are:
* Driving top‐line growth - 46%
* Growing and retaining market share - 45%
* Better defining brand value - 31%
According to one in four marketers surveyed, marketing spend is being influenced by a shift to digital media and online marketing effectiveness. However, just 5% of respondents claim high marks in regard to their current online marketing performance capabilities. To improve the situation, those surveyed are planning headcount increases in interactive design, online advertising, search engine marketing, web analytics, and integrated campaign management.
Cost cutting and operational efficiencies are priorities for the marketers polled. In order to increase the impact and value of marketing, 64% of respondents say they will move to improve customer segmentation and targeting. They will also consider: greater investment in digital demand generation programs (43%); increased plans to qualify and track the conversion of leads (42%); and a commitment to explore alternative media and new routes to market (41%).
The State of Marketing Report also determined that almost 64% of respondents said they reported directly to the CEO, president or COO, while another 14% said they were accountable to a regional vice president, general manager or division/business group head. Among the respondents, 34% held CMO or Head of Marketing titles, while 33% held roles of Vice President or above.
The CMO Council is a global affinity network of 6,000 chief marketers who control more than $200 billion in annual spend.--The Internationalist Magazine
Integration, alignment, visibility and return on investment (ROI) are among the key requirements for marketing performance improvement according The 2011 State Of Marketing: Outlook, Intentions and Investments. Any resources or agencies that fail to bring innovation, technical knowledge or value‐added thinking to the marketing equation are certainly at risk in today’s environment. The survey results underscore how CMOs now require marketing analytics talent coupled with strategic planning and business development experience to better target, segment and then act on growth opportunities.
"While marketers have been focused on transforming their operations and customer engagements with hosted services and digital solutions, many have actually created a grab bag of siloed point‐solutions that just proliferate Random Acts of Marketing," said Donovan Neale‐May, Executive Director of the CMO Council. "Today’s successful marketing organization is unifying its extended ecosystem, aligning more effectively with business and sales groups, and integrating campaign components to drive efficiency and more measurable outcomes."
The report also concludes that marketing, as a function, continues to reach beyond the borders of branding. CMOs surveyed indicated a growing authority in such areas:
The report also concludes that marketing, as a function, continues to reach beyond the borders of branding. CMOs surveyed indicated a growing authority in such areas:
* Strategic planning and forecasting -- 74%
* Business development and collaborating- 46%
* Pricing- 36%
* Distribution/channel management - 36%
* Product design and specification - 27%
* Pricing- 36%
* Distribution/channel management - 36%
* Product design and specification - 27%
This growing authority matches the rising expectations on marketing leaders to driving business growth and revenues. Among the top deliverables for CMOs are:
* Driving top‐line growth - 46%
* Growing and retaining market share - 45%
* Better defining brand value - 31%
According to one in four marketers surveyed, marketing spend is being influenced by a shift to digital media and online marketing effectiveness. However, just 5% of respondents claim high marks in regard to their current online marketing performance capabilities. To improve the situation, those surveyed are planning headcount increases in interactive design, online advertising, search engine marketing, web analytics, and integrated campaign management.
Cost cutting and operational efficiencies are priorities for the marketers polled. In order to increase the impact and value of marketing, 64% of respondents say they will move to improve customer segmentation and targeting. They will also consider: greater investment in digital demand generation programs (43%); increased plans to qualify and track the conversion of leads (42%); and a commitment to explore alternative media and new routes to market (41%).
The State of Marketing Report also determined that almost 64% of respondents said they reported directly to the CEO, president or COO, while another 14% said they were accountable to a regional vice president, general manager or division/business group head. Among the respondents, 34% held CMO or Head of Marketing titles, while 33% held roles of Vice President or above.
The CMO Council is a global affinity network of 6,000 chief marketers who control more than $200 billion in annual spend.--The Internationalist Magazine
Wednesday, July 13, 2011
Naked's Paul Woolmington Defines the Inflection Point now Occurring in Marketing & Communications
There's no question that Paul Woolmington is both a champion of innovative thinking and a veteran of the marketing, advertising and media industries. Prior to his current role as Founding Partner of Naked Communications, he worked at both large marketing and advertising concerns, including IPG, Y&R, and WPP, as well entrepreneurial ventures like the Media Kitchen, which he founded. His objective thinking often shapes new directions for our industry, and today he believes we are at an inflection point in marketing and communications.
Interestingly, the term "inflection point" comes from Mathematics where it defines a point on a curve that changes from concave to convex, for example. It also characterizes a time or an event that changes how we think and act. Paul believes we are now at an inflection point between re-invigorating the old and embracing the new. Successful marketers must not only "loosen their muscle memory," but find equilibrium with what worked in the past to build legacy brands, while integrating new thinking to arrive at contemporary solutions. He is careful to emphasize that either element in this balance should not be at the cost of the other. "I'm not saying that we should refrain from embracing today's 'shiny, new objects,' but we should simply consider which behaviors and actions best affect a business result. The future of creativity will be about creating, architecting and liberating behavioral ideas in such a way that can influence and inform all brand stakeholders across all channels."
"Sometimes," he adds, "we need to insure that the unsexy is the new sexy."
According to Paul Woolmington, "today a brand can be better described as the sum total of its behaviors and its stakeholders' behaviors through all forms of internal and external communications. And that means there cannot be a predetermined media mix or channel mix. One must first be aligned and prioritized, then determine the right brand behavior and actions before executing."
Ever restless at Naked, they have created a new process to help clients better navigate this bold converged world, built around a revolutionary behavior change model. The model turns the old AIDA model (awareness drives desire, interest and then action) on its head - quite literally-- to a model based on modern cognitive behavioral psychology where the proved practice of doing something (taking an action) is more effective at changing your mind than trying to change your mind. Thus actions through all old and new forms of communications are increasingly becoming the key driver of behavior change and more effective marketing activity today. Further helping bridge the integration between new social forms of media which are inherently action-based with traditional channels rethought.
Proving that Confucius was right after all: “Tell me and I forget, show me and I might remember, involve me and I will understand."
Courtesy: The Internationalist Magazine
Interestingly, the term "inflection point" comes from Mathematics where it defines a point on a curve that changes from concave to convex, for example. It also characterizes a time or an event that changes how we think and act. Paul believes we are now at an inflection point between re-invigorating the old and embracing the new. Successful marketers must not only "loosen their muscle memory," but find equilibrium with what worked in the past to build legacy brands, while integrating new thinking to arrive at contemporary solutions. He is careful to emphasize that either element in this balance should not be at the cost of the other. "I'm not saying that we should refrain from embracing today's 'shiny, new objects,' but we should simply consider which behaviors and actions best affect a business result. The future of creativity will be about creating, architecting and liberating behavioral ideas in such a way that can influence and inform all brand stakeholders across all channels."
"Sometimes," he adds, "we need to insure that the unsexy is the new sexy."
According to Paul Woolmington, "today a brand can be better described as the sum total of its behaviors and its stakeholders' behaviors through all forms of internal and external communications. And that means there cannot be a predetermined media mix or channel mix. One must first be aligned and prioritized, then determine the right brand behavior and actions before executing."
Ever restless at Naked, they have created a new process to help clients better navigate this bold converged world, built around a revolutionary behavior change model. The model turns the old AIDA model (awareness drives desire, interest and then action) on its head - quite literally-- to a model based on modern cognitive behavioral psychology where the proved practice of doing something (taking an action) is more effective at changing your mind than trying to change your mind. Thus actions through all old and new forms of communications are increasingly becoming the key driver of behavior change and more effective marketing activity today. Further helping bridge the integration between new social forms of media which are inherently action-based with traditional channels rethought.
Proving that Confucius was right after all: “Tell me and I forget, show me and I might remember, involve me and I will understand."
Courtesy: The Internationalist Magazine
Wednesday, August 18, 2010
Poor Marketing blamed for Aid Shortfall
As international aid trickled into Pakistan to help flood victims, Mark Malloch Brown, a former deputy secretary general of the United Nations, criticized the country’s leader for failing to make the scope of the destruction and the urgency of the need clear to international donors.
In an interview on Tuesday, Mr. Brown told the BBC, “this is a very confusing crisis” and a visit by President Asif Ali Zardari to Europe – with a stop at his family’s chateau in France – while monsoon rains ravaged large portions of his country, had not been helpful:
The leadership of Pakistan on the civilian side has gotten off to a rather muddled and slow start. It’s very hard for donor governments — let alone donor public opinion — to be entirely convinced at the seriousness of a crisis when the country’s president is filmed at his own private chateau in France or continuing with government visits to the U.K.
Crises, it’s a terrible thing to say but, you know, they require disciplined marketing. There needs to be a clear message that lives are at stake and the whole of the domestic effort of the country is devoted to trying to save those lives.
Mr. Brown also said that Pakistan’s military leaders “were very effective in Kashmir a couple of years ago after the earthquake and again they seem to be sort of pushing the civilian leadership aside and taking control and frankly that’s probably good news.”
Her added that the relief effort was now a competition between “the efficiency of these two rival systems: Islamic relief agencies versus the one institution of the Pakistani state which works, the army.”
In an interview on Tuesday, Mr. Brown told the BBC, “this is a very confusing crisis” and a visit by President Asif Ali Zardari to Europe – with a stop at his family’s chateau in France – while monsoon rains ravaged large portions of his country, had not been helpful:
The leadership of Pakistan on the civilian side has gotten off to a rather muddled and slow start. It’s very hard for donor governments — let alone donor public opinion — to be entirely convinced at the seriousness of a crisis when the country’s president is filmed at his own private chateau in France or continuing with government visits to the U.K.
Crises, it’s a terrible thing to say but, you know, they require disciplined marketing. There needs to be a clear message that lives are at stake and the whole of the domestic effort of the country is devoted to trying to save those lives.
Mr. Brown also said that Pakistan’s military leaders “were very effective in Kashmir a couple of years ago after the earthquake and again they seem to be sort of pushing the civilian leadership aside and taking control and frankly that’s probably good news.”
Her added that the relief effort was now a competition between “the efficiency of these two rival systems: Islamic relief agencies versus the one institution of the Pakistani state which works, the army.”
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