What Makes a Pakistani Brand?
Sheikh Adil Hussain discusses the different components that go into creating a successful Pakistani brand.
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Stuck Between a Rock and a Hard Place
We do not choose where we are born. This is a fact, and it means that we will inevitably succumb to the vagaries of the prevailing socio-economic and political situation and the general well-being of the place we are born in. These factors will eventually provide us with the opportunities (or lack thereof) to lead a balanced lifestyle or gain upward social mobility. Globalisation and the information age have given people the ambition to dare to dream about achieving a life beyond their reach, regardless of where they were born. It is also a fact that there are large groups of people in different parts of the world who could lead similar lifestyles given the presence of a set of conditions.
Consider the circumstances of a young teenager named Ahmed living in Karachi in the nineties. His father is working abroad, which is why he is living with his mother and two sisters at his maternal grandmother’s house, along with two uncles and an aunt.
The nineties were a volatile and politically charged time. Zia’s military regime ended in the late eighties and the nineties became known as the ‘lost decade’, one where the two largest political parties played a game of musical chairs. On the economic front, Pakistan was doing okay-ish, with an average GDP growth rate close to four percent. People were generally content and income disparities, although still there, were not very apparent and the general standard of living was good.
In many ways, Ahmed’s household exemplifies the typical middle-class family of that time. He lived in a joint family system in Malir Town, a neighbourhood known for its close-knit community of Urdu-speaking migrants who settled there post-Partition.
This was an era marked by a sense of collective national pride and community support.
Families shared close bonds, with elders from each house knowing one another and keeping an eye on the children. This created a secure and supportive environment for Ahmed, who spent his days playing with neighbourhood friends under the watchful eyes of adults.
Malir, however, was also a political hotspot due to the concentration of rival political party workers living there. Hence, there were tensions as a government crackdown was underway against rival political parties. Families were afraid to send young male members out of the home for fear that they would be ‘picked up’ by the authorities, and the elder males were never sure if they would be able to return home safely due to the violence on the streets. There were frequent ‘payya jaam’ (transport strikes) resulting in exams being cancelled and schools closed, preventing students from qualifying on time and prolonging their entry into the workforce.
The closest grocery store was a 15-minute walk to the main road and most of the condiments were made at home by the women of the house. TV consisted of only a couple of channels that aired for a limited time and not everyone had access to a phone or a device to play music on. If you were lucky, a relative living abroad would send you a Walkman. In the evenings, street vendors would appear and the children would gather around them to enjoy the goodies. One vendor came twice a day: in the morning with eggs, bread, cake rusk and other basic breakfast items, and in the evening with chips, candies, toffees and snack items.
Most of these items were unbranded and made at the local bakery or milk store. The few branded items that were available were locally manufactured and included Mitchell’s Jubilee chocolates or candies by BP or Mayfair. In the morning, the milkman brought fresh milk to the door (packaged milk was not a common item found at home). Entertainment consisted of watching the eight o’clock drama on TV, followed by the news at nine. A game of Ludo or cards outside one of the ‘chabutras’ on the streets was a common sight, with the players drinking cups of tea supplied by the household. You would then retire to sleep on the verandah or the roof to enjoy the cool air during the summer months and be awakened by mosquitoes in the morning.
During this decade, Pakistan did well in sports and won four world titles in cricket, squash, hockey and snooker. Consequently, Ahmed was brought up hearing stories of Pakistanis being smart, hardworking and achieving great things – for example, PIA being asked to help launch Emirates Airlines or Pakistani soldiers assisting the UN in peacekeeping missions in Bosnia and parts of Africa. According to the history Ahmed was taught, Pakistan had won all three wars against India. Pakistani music was making waves internationally. Vital Signs, Junoon and Nusrat Fateh Ali Khan, among others, were collaborating with international musicians and playing at packed venues across the world. Thought-provoking programming like Fifty-Fifty and Kasauti, mixed with entertaining shows like Neelam Ghar, MCC and VJ, as well as branded content like Gullz & Guys, Rhythm of Unity and Supreme Ishq, were setting the TV ablaze.
The turn of the millennium brought significant changes to General Musharraf’s regime, which was characterised by ‘enlightened moderation’ and economic liberalisation. This period saw an influx of foreign investment, the proliferation of media channels and the opening of creative expression. The number of TV channels exploded, offering dedicated content for music, food, youth, sports and religion. Ahmed, now an adult, found himself in a rapidly modernising society with increased access to international brands and consumer goods. Foreign banks and companies flooded in. Along with Ahmed, a new generation entered the workforce. Ahmed, with his university education completed, now finds himself working at a multinational company with seven credit cards in his wallet.
During those years, Pakistan was exposed to more brands and more variety as international brands (previously smuggled or imported) were readily available at the grocery stores. You could get Pepsi and Coke in cans and PET bottles. Jubilee was finding it tough to compete with Cadbury, Bounty, KitKat and Snickers, while Lay’s dominated the chips category, making it hard for any other brand to exist. However, unbranded goods started to make it big in their branded avatars (packaged milk, recipe mixes, snacks), signalling a shift in consumer mindsets.
Eating out became ubiquitous and it was no longer a question of Arizona Grill, Copper Kettle Mr Burger, Karachi Broast or Bundoo Khan but of multiple Pizza Hut, KFC and McDonald’s outlets.
In many ways, Ahmed epitomised the new middle-class lifestyle, marked by increased disposable income and exposure to global brands. The traditional joint family system gave way to the nuclear family, reflecting broader societal changes. He moved with his immediate family to an apartment on the outskirts of Karachi, where they could enjoy more privacy and independence. His household, now a nuclear unit, saw everyone contributing financially. His father had returned and his mother taught at a school, while Ahmed and his siblings gave tuitions to earn extra money. It was not a life of abundance, but it was not one of deprivation either.
The political atmosphere had calmed down and there was a bounce in the country’s step – until it all started to go downhill again. The security situation deteriorated with the escalation of the number of terrorist attacks in the city and refugees from Afghanistan started pouring into the country. Attacks on airports, hotels, mosques, bazaars and processions become commonplace, culminating in the horrific attack on the Army Public School on December 16, 2014. Ahmed was spared from most of this violence as he had left for a job in Dubai in 2006.
Ahmed came back to Pakistan in 2016 to take care of his ailing father. He was now married with two children of his own. While abroad, he experienced a different life. He made substantial savings, giving him the ability to pay off his and his father’s debts and get his sisters married. He was able to perform Hajj with his parents and wife, buy a house and help other members of his family.
Unlike his own school days, children were living in a highly competitive environment where owning the latest gadgets and participating in numerous extracurricular activities were seen as essential to success. Social expectations had evolved, with a greater emphasis on material success and consumerism. Playdates and lavish birthday parties were the norm, and elaborate goody bags and return gifts were expected.
The rise of digital platforms also influenced consumption habits, with YouTube stars and online influencers shaping consumer preferences. The Covid-19 pandemic accelerated the adoption of e-commerce and digital payments, changing how people shop and interact with brands. Ahmed’s children, representing the new generation, are heavily influenced by digital content and international trends, creating a demand for imported goods and the latest gadgets. (Ahmed too has adapted to many aspects of digital life, transitioning from Facebook to Instagram, downloading TikTok and Spotify for entertainment, and binge-watching on OTT platforms like Netflix and Amazon Prime.)
Today, the war in Gaza has come into the home and Ahmed’s children are refusing to buy KFC, McDonald’s, Coke, Pepsi or Lay’s, as they are on the wrong side of the conflict. They fear ridicule and exclusion if they do not comply and they do not want to contemplate the argument for the boycott in its entirety. In today’s world, every argument must be supported by a logical reason and parents cannot get away with just saying, ‘Because I say so’.
Ahmed has also learnt that most of what he was taught earlier in his life about Pakistan and its achievements was not true and in some cases, false. Pakistan is riddled with circular debt problems and suffering from the consequences of economic decisions made during the nineties. The exchange rate has gone from 50 to 280 rupees to the dollar, and many multinational companies have exited Pakistan, although several local companies have become stronger. Companies such as Tapal, EBM, National Foods, Shan Foods, CBL, Ismail Industries, CP and ZIL are not only big local players; they have expanded globally. Sooper, Tapal Danedar and Shan have become billion-rupee brands. The textile houses are manufacturing for big global clients such as Ikea, and there are more than a few local success stories in the tech and digital space.
Yet, in 2024, Ahmed is experiencing the kind of unprecedented inflation that is threatening to cripple the middle class.
He still works at a multinational company, holding a senior position and earning well, but the declining rate of purchasing power affects his lifestyle. His savings are eroding in real terms and he cannot afford to take risks, fearing for his family’s future. Recent import restrictions have driven prices up to such an extent that he has had to shift to local alternatives across many categories, including butter, cheese and jam, as well as give up some others.
On the flip side, the rise in the cost of imported goods has seen several local brands like Cola Next, Pakola, Super Crisp and CandyLand benefit, while Kababjees has emerged as a local phenomenon, challenging international fast-food giants and decimating KFC single-handedly. However, many owners of these local brands are in the succession stages of their cycle and the younger members of the family are questioning whether to pledge their future to Pakistan – that hesitancy may impact the current and future performance of those brands in Pakistan.
From Ahmed’s viewpoint, changing consumer lifestyles in Pakistan are shaped by a complex interplay of social, political, economic, and technological factors. The transition from a community-focused, locally sustained society to a more individualistic, brand-conscious consumer market reflects broader global trends. However, the challenges of economic instability, security, and political fluctuations continue to influence consumer behaviour and business dynamics. To thrive in this evolving landscape, local businesses need to adapt by investing in local production, embracing corporate governance and leveraging technological advancements. How consumer lifestyles will evolve in Pakistan will depend on how effectively businesses can navigate these challenges and seize the opportunities in a rapidly changing world.
Sheikh Adil Hussain is Marketing Director – Hair Care, Unilever Pakistan. sheikhadil@gmail.com
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Families shared close bonds, with elders from each house knowing one another and keeping an eye on the children. This created a secure and supportive environment for Ahmed, who spent his days playing with neighbourhood friends under the watchful eyes of adults.
Malir, however, was also a political hotspot due to the concentration of rival political party workers living there. Hence, there were tensions as a government crackdown was underway against rival political parties. Families were afraid to send young male members out of the home for fear that they would be ‘picked up’ by the authorities, and the elder males were never sure if they would be able to return home safely due to the violence on the streets. There were frequent ‘payya jaam’ (transport strikes) resulting in exams being cancelled and schools closed, preventing students from qualifying on time and prolonging their entry into the workforce.
The closest grocery store was a 15-minute walk to the main road and most of the condiments were made at home by the women of the house. TV consisted of only a couple of channels that aired for a limited time and not everyone had access to a phone or a device to play music on. If you were lucky, a relative living abroad would send you a Walkman. In the evenings, street vendors would appear and the children would gather around them to enjoy the goodies. One vendor came twice a day: in the morning with eggs, bread, cake rusk and other basic breakfast items, and in the evening with chips, candies, toffees and snack items.
Most of these items were unbranded and made at the local bakery or milk store. The few branded items that were available were locally manufactured and included Mitchell’s Jubilee chocolates or candies by BP or Mayfair. In the morning, the milkman brought fresh milk to the door (packaged milk was not a common item found at home). Entertainment consisted of watching the eight o’clock drama on TV, followed by the news at nine. A game of Ludo or cards outside one of the ‘chabutras’ on the streets was a common sight, with the players drinking cups of tea supplied by the household. You would then retire to sleep on the verandah or the roof to enjoy the cool air during the summer months and be awakened by mosquitoes in the morning.
During this decade, Pakistan did well in sports and won four world titles in cricket, squash, hockey and snooker. Consequently, Ahmed was brought up hearing stories of Pakistanis being smart, hardworking and achieving great things – for example, PIA being asked to help launch Emirates Airlines or Pakistani soldiers assisting the UN in peacekeeping missions in Bosnia and parts of Africa. According to the history Ahmed was taught, Pakistan had won all three wars against India. Pakistani music was making waves internationally. Vital Signs, Junoon and Nusrat Fateh Ali Khan, among others, were collaborating with international musicians and playing at packed venues across the world. Thought-provoking programming like Fifty-Fifty and Kasauti, mixed with entertaining shows like Neelam Ghar, MCC and VJ, as well as branded content like Gullz & Guys, Rhythm of Unity and Supreme Ishq, were setting the TV ablaze.
The turn of the millennium brought significant changes to General Musharraf’s regime, which was characterised by ‘enlightened moderation’ and economic liberalisation. This period saw an influx of foreign investment, the proliferation of media channels and the opening of creative expression. The number of TV channels exploded, offering dedicated content for music, food, youth, sports and religion. Ahmed, now an adult, found himself in a rapidly modernising society with increased access to international brands and consumer goods. Foreign banks and companies flooded in. Along with Ahmed, a new generation entered the workforce. Ahmed, with his university education completed, now finds himself working at a multinational company with seven credit cards in his wallet.
During those years, Pakistan was exposed to more brands and more variety as international brands (previously smuggled or imported) were readily available at the grocery stores. You could get Pepsi and Coke in cans and PET bottles. Jubilee was finding it tough to compete with Cadbury, Bounty, KitKat and Snickers, while Lay’s dominated the chips category, making it hard for any other brand to exist. However, unbranded goods started to make it big in their branded avatars (packaged milk, recipe mixes, snacks), signalling a shift in consumer mindsets.
Eating out became ubiquitous and it was no longer a question of Arizona Grill, Copper Kettle Mr Burger, Karachi Broast or Bundoo Khan but of multiple Pizza Hut, KFC and McDonald’s outlets.
In many ways, Ahmed epitomised the new middle-class lifestyle, marked by increased disposable income and exposure to global brands. The traditional joint family system gave way to the nuclear family, reflecting broader societal changes. He moved with his immediate family to an apartment on the outskirts of Karachi, where they could enjoy more privacy and independence. His household, now a nuclear unit, saw everyone contributing financially. His father had returned and his mother taught at a school, while Ahmed and his siblings gave tuitions to earn extra money. It was not a life of abundance, but it was not one of deprivation either.
The political atmosphere had calmed down and there was a bounce in the country’s step – until it all started to go downhill again. The security situation deteriorated with the escalation of the number of terrorist attacks in the city and refugees from Afghanistan started pouring into the country. Attacks on airports, hotels, mosques, bazaars and processions become commonplace, culminating in the horrific attack on the Army Public School on December 16, 2014. Ahmed was spared from most of this violence as he had left for a job in Dubai in 2006.
Ahmed came back to Pakistan in 2016 to take care of his ailing father. He was now married with two children of his own. While abroad, he experienced a different life. He made substantial savings, giving him the ability to pay off his and his father’s debts and get his sisters married. He was able to perform Hajj with his parents and wife, buy a house and help other members of his family.
Unlike his own school days, children were living in a highly competitive environment where owning the latest gadgets and participating in numerous extracurricular activities were seen as essential to success. Social expectations had evolved, with a greater emphasis on material success and consumerism. Playdates and lavish birthday parties were the norm, and elaborate goody bags and return gifts were expected.
The rise of digital platforms also influenced consumption habits, with YouTube stars and online influencers shaping consumer preferences. The Covid-19 pandemic accelerated the adoption of e-commerce and digital payments, changing how people shop and interact with brands. Ahmed’s children, representing the new generation, are heavily influenced by digital content and international trends, creating a demand for imported goods and the latest gadgets. (Ahmed too has adapted to many aspects of digital life, transitioning from Facebook to Instagram, downloading TikTok and Spotify for entertainment, and binge-watching on OTT platforms like Netflix and Amazon Prime.)
Today, the war in Gaza has come into the home and Ahmed’s children are refusing to buy KFC, McDonald’s, Coke, Pepsi or Lay’s, as they are on the wrong side of the conflict. They fear ridicule and exclusion if they do not comply and they do not want to contemplate the argument for the boycott in its entirety. In today’s world, every argument must be supported by a logical reason and parents cannot get away with just saying, ‘Because I say so’.
Ahmed has also learnt that most of what he was taught earlier in his life about Pakistan and its achievements was not true and in some cases, false. Pakistan is riddled with circular debt problems and suffering from the consequences of economic decisions made during the nineties. The exchange rate has gone from 50 to 280 rupees to the dollar, and many multinational companies have exited Pakistan, although several local companies have become stronger. Companies such as Tapal, EBM, National Foods, Shan Foods, CBL, Ismail Industries, CP and ZIL are not only big local players; they have expanded globally. Sooper, Tapal Danedar and Shan have become billion-rupee brands. The textile houses are manufacturing for big global clients such as Ikea, and there are more than a few local success stories in the tech and digital space.
Yet, in 2024, Ahmed is experiencing the kind of unprecedented inflation that is threatening to cripple the middle class.
He still works at a multinational company, holding a senior position and earning well, but the declining rate of purchasing power affects his lifestyle. His savings are eroding in real terms and he cannot afford to take risks, fearing for his family’s future. Recent import restrictions have driven prices up to such an extent that he has had to shift to local alternatives across many categories, including butter, cheese and jam, as well as give up some others.
On the flip side, the rise in the cost of imported goods has seen several local brands like Cola Next, Pakola, Super Crisp and CandyLand benefit, while Kababjees has emerged as a local phenomenon, challenging international fast-food giants and decimating KFC single-handedly. However, many owners of these local brands are in the succession stages of their cycle and the younger members of the family are questioning whether to pledge their future to Pakistan – that hesitancy may impact the current and future performance of those brands in Pakistan.
From Ahmed’s viewpoint, changing consumer lifestyles in Pakistan are shaped by a complex interplay of social, political, economic, and technological factors. The transition from a community-focused, locally sustained society to a more individualistic, brand-conscious consumer market reflects broader global trends. However, the challenges of economic instability, security, and political fluctuations continue to influence consumer behaviour and business dynamics. To thrive in this evolving landscape, local businesses need to adapt by investing in local production, embracing corporate governance and leveraging technological advancements. How consumer lifestyles will evolve in Pakistan will depend on how effectively businesses can navigate these challenges and seize the opportunities in a rapidly changing world.
Sheikh Adil Hussain is Marketing Director – Hair Care, Unilever Pakistan. sheikhadil@gmail.com
Read Comments
Related Stories
In many ways, Ahmed epitomised the new middle-class lifestyle, marked by increased disposable income and exposure to global brands. The traditional joint family system gave way to the nuclear family, reflecting broader societal changes. He moved with his immediate family to an apartment on the outskirts of Karachi, where they could enjoy more privacy and independence. His household, now a nuclear unit, saw everyone contributing financially. His father had returned and his mother taught at a school, while Ahmed and his siblings gave tuitions to earn extra money. It was not a life of abundance, but it was not one of deprivation either.
The political atmosphere had calmed down and there was a bounce in the country’s step – until it all started to go downhill again. The security situation deteriorated with the escalation of the number of terrorist attacks in the city and refugees from Afghanistan started pouring into the country. Attacks on airports, hotels, mosques, bazaars and processions become commonplace, culminating in the horrific attack on the Army Public School on December 16, 2014. Ahmed was spared from most of this violence as he had left for a job in Dubai in 2006.
Ahmed came back to Pakistan in 2016 to take care of his ailing father. He was now married with two children of his own. While abroad, he experienced a different life. He made substantial savings, giving him the ability to pay off his and his father’s debts and get his sisters married. He was able to perform Hajj with his parents and wife, buy a house and help other members of his family.
Unlike his own school days, children were living in a highly competitive environment where owning the latest gadgets and participating in numerous extracurricular activities were seen as essential to success. Social expectations had evolved, with a greater emphasis on material success and consumerism. Playdates and lavish birthday parties were the norm, and elaborate goody bags and return gifts were expected.
The rise of digital platforms also influenced consumption habits, with YouTube stars and online influencers shaping consumer preferences. The Covid-19 pandemic accelerated the adoption of e-commerce and digital payments, changing how people shop and interact with brands. Ahmed’s children, representing the new generation, are heavily influenced by digital content and international trends, creating a demand for imported goods and the latest gadgets. (Ahmed too has adapted to many aspects of digital life, transitioning from Facebook to Instagram, downloading TikTok and Spotify for entertainment, and binge-watching on OTT platforms like Netflix and Amazon Prime.)
Today, the war in Gaza has come into the home and Ahmed’s children are refusing to buy KFC, McDonald’s, Coke, Pepsi or Lay’s, as they are on the wrong side of the conflict. They fear ridicule and exclusion if they do not comply and they do not want to contemplate the argument for the boycott in its entirety. In today’s world, every argument must be supported by a logical reason and parents cannot get away with just saying, ‘Because I say so’.
Ahmed has also learnt that most of what he was taught earlier in his life about Pakistan and its achievements was not true and in some cases, false. Pakistan is riddled with circular debt problems and suffering from the consequences of economic decisions made during the nineties. The exchange rate has gone from 50 to 280 rupees to the dollar, and many multinational companies have exited Pakistan, although several local companies have become stronger. Companies such as Tapal, EBM, National Foods, Shan Foods, CBL, Ismail Industries, CP and ZIL are not only big local players; they have expanded globally. Sooper, Tapal Danedar and Shan have become billion-rupee brands. The textile houses are manufacturing for big global clients such as Ikea, and there are more than a few local success stories in the tech and digital space.
Yet, in 2024, Ahmed is experiencing the kind of unprecedented inflation that is threatening to cripple the middle class.
He still works at a multinational company, holding a senior position and earning well, but the declining rate of purchasing power affects his lifestyle. His savings are eroding in real terms and he cannot afford to take risks, fearing for his family’s future. Recent import restrictions have driven prices up to such an extent that he has had to shift to local alternatives across many categories, including butter, cheese and jam, as well as give up some others.
On the flip side, the rise in the cost of imported goods has seen several local brands like Cola Next, Pakola, Super Crisp and CandyLand benefit, while Kababjees has emerged as a local phenomenon, challenging international fast-food giants and decimating KFC single-handedly. However, many owners of these local brands are in the succession stages of their cycle and the younger members of the family are questioning whether to pledge their future to Pakistan – that hesitancy may impact the current and future performance of those brands in Pakistan.
From Ahmed’s viewpoint, changing consumer lifestyles in Pakistan are shaped by a complex interplay of social, political, economic, and technological factors. The transition from a community-focused, locally sustained society to a more individualistic, brand-conscious consumer market reflects broader global trends. However, the challenges of economic instability, security, and political fluctuations continue to influence consumer behaviour and business dynamics. To thrive in this evolving landscape, local businesses need to adapt by investing in local production, embracing corporate governance and leveraging technological advancements. How consumer lifestyles will evolve in Pakistan will depend on how effectively businesses can navigate these challenges and seize the opportunities in a rapidly changing world.
Sheikh Adil Hussain is Marketing Director – Hair Care, Unilever Pakistan. sheikhadil@gmail.com
Read Comments
Related Stories
He still works at a multinational company, holding a senior position and earning well, but the declining rate of purchasing power affects his lifestyle. His savings are eroding in real terms and he cannot afford to take risks, fearing for his family’s future. Recent import restrictions have driven prices up to such an extent that he has had to shift to local alternatives across many categories, including butter, cheese and jam, as well as give up some others.
On the flip side, the rise in the cost of imported goods has seen several local brands like Cola Next, Pakola, Super Crisp and CandyLand benefit, while Kababjees has emerged as a local phenomenon, challenging international fast-food giants and decimating KFC single-handedly. However, many owners of these local brands are in the succession stages of their cycle and the younger members of the family are questioning whether to pledge their future to Pakistan – that hesitancy may impact the current and future performance of those brands in Pakistan.
From Ahmed’s viewpoint, changing consumer lifestyles in Pakistan are shaped by a complex interplay of social, political, economic, and technological factors. The transition from a community-focused, locally sustained society to a more individualistic, brand-conscious consumer market reflects broader global trends. However, the challenges of economic instability, security, and political fluctuations continue to influence consumer behaviour and business dynamics. To thrive in this evolving landscape, local businesses need to adapt by investing in local production, embracing corporate governance and leveraging technological advancements. How consumer lifestyles will evolve in Pakistan will depend on how effectively businesses can navigate these challenges and seize the opportunities in a rapidly changing world.
Sheikh Adil Hussain is Marketing Director – Hair Care, Unilever Pakistan. sheikhadil@gmail.com