“What sets JazzCash apart is our ability to rapidly launch products and scale them. We don’t just serve the tech-savvy elite”

Shizra Mangnejo: JazzCash has grown into one of the most recognized fintech brands in Pakistan. How would you describe its brand positioning today, and how has it evolved since 2012?

Syed Asad Rizvi: When we started in 2012 as MobiCash under Mobilink, there wasn’t a dedicated communication strategy. It was more about basic awareness. Once we rebranded to JazzCash, the service was still nestled under the broader Jazz umbrella without a distinct identity. This changed in 2022 when we revisited our brand positioning. We realised that while convenience was a huge factor (and expected from any digital finance service), trust was a largely unclaimed territory – and we built our communication around that. Our current proposition, introduced in 2023, is encapsulated in the Urdu phrase ‘Hai Na’. Functionally, it signals presence and availability; emotionally, it implies reassurance. This dual message now defines how JazzCash connects with its audience.

SM: Has your approach to storytelling and leadership evolved since joining JazzCash?

SAR: Yes, significantly. JazzCash is a mass brand and I knew early on that our communication had to be relatable. This meant no flashy celebrities or high-concept visuals. We went with every day faces, simple language and grounded storytelling. All our campaigns since have focused on authenticity without overusing the brand colours and no jargon. Just real people showcasing real needs. We communicate in a tone and manner that resonates with our users, not marketers.

SM: How do you market to such diverse user segments, from Gen Z digital natives to underserved rural communities?

SAR: Here, context is very important and relevant. We build campaigns around actual everyday examples. If it’s a fine payment feature, we target men who typically deal with that. If it’s committee management, we highlight women who rely on those networks. Our narratives change, but the tone stays consistent and inclusive. This makes our customers feel seen and heard, and they understand that this is a brand that listens and creates products for their needs.

SM: What are the biggest marketing challenges in promoting digital finance in Pakistan?

SAR: The biggest challenge is changing ingrained cash-based habits. Most people are used to handling money physically. That is how they have grown up. Making the switch to digital is not just about technology; it is about trust and behaviour. Fraud is another critical issue. We have embedded multiple security layers and regularly educate our users about potential scams, and we operate 24/7 call centres to address any concerns. Our goal is to build long-term trust while demonstrating the ease, safety and accessibility of digital finance.

SM: What does financial inclusion mean to JazzCash, and how does your brand contribute to it?

SAR: It is about reaching the people that banks don’t. Freelancers, women managing households, students paying university fees. We are building products that serve their real needs. We are especially proud of how embedded we have become in everyday life: paying utility bills, buying movie tickets, renewing IDs, making donations — it’s all happening on JazzCash. This is not just financial inclusion; this is empowerment.

SM: With competition in the fintech space from digital banks as well as niche platforms, how does JazzCash aim to stay ahead?

SAR: It is good to have more competition because it increases the share of the pie, and I think we still have a lot of potential. Even now, only about 14 to 15% of Pakistanis are formally banked, which leaves immense room for expansion. What sets JazzCash apart is our ability to rapidly launch products and scale them. We don’t just serve the tech-savvy elite; we reach remote areas through a network of over 450,000 merchants and agents — more than what traditional banks offer. Whether it’s BISP disbursements, flood relief or utility payments, our infrastructure allows us to serve at speed and scale.

SM: You mentioned empowerment. Can you elaborate on JazzCash’s initiatives for freelancers, youth, and women?

SAR: Fintech should be a force for empowerment. We have launched tailored products for freelancers, including those receiving international remittances, to make earnings accessible and seamless. We are also developing youth-focused offerings and running financial literacy programmes, especially in rural areas. A big focus is women’s empowerment. We provide digital tools, education and training aimed at making women financially independent — not just as users but as part of our merchant and agent network. These are the kinds of stories that give real meaning to what we do.

SM: How is JazzCash preparing for a more AI-integrated future?

SAR: Just as businesses once resisted the shift to computers, we are seeing a similar phase with AI. The hesitation is understandable, but ultimately, it’s about how you use the tool. At JazzCash, we have already begun integrating AI across both our products and communications. On the product side, AI helps us build algorithms that evaluate customer needs and deliver tailored solutions. On the communication front, it’s a game-changer. In a sector as fast-moving as fintechs, AI allows us to respond quickly and create content at scale. We can create full-fledged audio-visual communication through AI, which no one else has. This enables us to produce personalised, immersive communication faster and more efficiently than ever before. The future will be about how smartly you use AI — not whether you use it. For brands, it means faster, sharper, and more effective storytelling. And at JazzCash, we are fully embracing that future.

SM: What’s one misconception people have about marketing in fintech?

SAR: That it’s like selling a commodity — it’s not. Fintech requires immediate credibility. If a user tries a feature and it doesn’t work, you lose trust instantly. This is why our messaging must be clear, honest and functional. You can’t fake it. There is no waiting period like in traditional products. The value must be felt immediately, or the user is gone. This makes marketing in fintech both a challenge and a responsibility.

SM: How do you see the role of marketing evolving in fintech, especially in Pakistan, over the next three to five years?

SAR: Marketing will play a bigger role in education and trust-building. The space is becoming more competitive — new players, digital banks, niche fintechs – all good for the ecosystem. But the winners will be those who deeply understand their users and serve them end-to-end. Our job is to simplify, demystify, and empower — especially for the millions of Pakistanis who are coming online for the first time.