The fashion industry in Pakistan thrives on creativity, tradition, and evolving consumer preferences. To stay relevant, brands must not only deliver quality apparel but also craft compelling stories and experiences that connect emotionally with their audiences.
What does it take to stay relevant in Pakistan’s fast-moving fashion industry.
Pakistan’s fashion industry has always been a vibrant one, fusing creativity and tradition to produce designs that represent the nation’s rich cultural legacy. It is a sector that has changed remarkably throughout the years, driven by evolving customer preferences. Apparel has been one of Pakistan’s most iconic industries, having played a huge role in shaping the very concept of branded products among consumers.
Thus, successful brands know that it’s not just about the clothes – it’s about the story they tell, the emotions they evoke, and the values they represent – to resonate with these consumers. As the industry grows and more players – both small and big – enter the fold, it’s important now, more than ever for marketers in this industry to differentiate their brands and be able to tell compelling stories.
Evolving Consumers need
Evolving Brands
By the early 2000s, Pakistan witnessed immense growth in the apparel industry as its middle class expanded and purchasing power grew. Local fashion brands began to diversify their offerings while the emergence of millennials and a social media frenzy further fuelled this consumption-driven middle class, propelling the fashion industry’s growth.
Today’s women – across the middle and upper-classes – seek fashion that fits their fast-paced lifestyles. While international brands such as Zara have made a significant impact, most local brands still struggle to position themselves as “Zara” for the modern Pakistani woman. Although fashion brands in Pakistan have historically competed on pricing strategies, they are now fighting to maintain relevance through identity and offerings in a face-off between legacy brands versus today’s modern fast-fashion brands.
While legacy brands enjoy deep customer trust, they are making more and more efforts to shed their ‘old-fashioned’ image and appeal to a much younger, more fashion-conscious audience. From selecting the latest and contemporary brand ambassadors, to launching trendy seasonal campaigns, it’s clear these brands are making efforts to be more relevant, modern, and appealing to today’s smart, working women. For instance, how Alkaram completely rebranded itself recently in a bid to appeal to a younger audience-base while talking about both style and comfort.
On the other hand, modern fast-fashion brands have tapped into the one thing modern women value most, which is convenience – from the very get go. While unstitched fabrics have been the traditional route for most women and allow for personalised fashion, pret clothing offers ease and sells quickly, especially through online platforms. With more women opting for online purchasing, fashion brands across the board are reevaluating how they allocate resources between pret and unstitched collections to meet changing consumer preferences. This has become a trend which apparel brands across the board have adopted. In addition to this, many of these brands have also embraced body-positive approaches to marketing, representing a diverse demographic of all sizes in their communication – this in turn resonates with audience sentiments and makes everyone feel included.
Crafting Authentic Brand Experiences
Successful brands focus on more than just selling the product, it’s about building the brand in a way that integrates seamlessly into the lives of the consumers. Such activities contribute to building immersive brand experiences which live in the hearts of the consumers – long after they have even experienced any interaction with
the brand.
A good example of a brand that has done this successfully in the local market is Khaadi.
What makes them truly stand out are not just the bold, colourful visuals that highlight the vibrancy of their collections, rather their attention to making themselves part of people’s lifestyle. From dubbing their retail outlets as ‘experience hubs’ to making cafes, a part of these experiences – Khaadi invites consumers to become part of their world in more ways than one.
In order to create such experiences, brands need to take certain steps to engage customers effectively. Sensory and experiential cues, go a long way of showing and inviting audiences into their world. Then, within those worlds, it is important to create meaningful brand interactions that evoke emotional connections – such as representing a thought-process that matters to people. Brands like Nike have shown us how this works best. And finally, by positioning the brand as a way to fulfil the consumer’s desires, brands can pave the way towards consumers’ hearts.
In the fashion industry, online and offline experiences complement each other. As more fashion brands establish their own online retail stores, the role of brick-and-mortar locations is evolving. These physical stores will increasingly focus on embodying and showcasing the brand’s values and personality, rather than solely being points of sale – while the campaigns speak with audiences to build love in the hearts of the customers.
The fashion industry’s glamour often conceals the strategic world of marketing, which defines how brands establish their image – whether luxury, streetwear, or sustainable. As technology and social media reshape consumer behaviour, fashion marketing faces rapid transformations, opening doors to global reach and innovative strategies.
The hidden gears behind the glamorous world of fashion lie in the marketing sector of the industry. Through a brand’s imaging and positioning, it can position itself as a luxury or mature or affordable or a streetwear brand. The world of fashion marketing, like the industry itself, is everchanging and adapting to consumer demand. With a recent influx of technology and AI models, and the increasing role that social media continues to play in consumer decisions, the industry has seen rapid change in the past few years. Following are some insights from the trends in the style and fashion marketing industry:
Unique Social Media Marketing
As of 2024, platforms such as Instagram, Facebook, TikTok, Pinterest, LinkedIn, Twitter, Snapchat, and even YouTube have introduced a marketplace feature, allowing for a more versatile virtual buying and selling experience. Marketing through social media has been dubbed as “shoppertainment”, and younger consumers’ preferences and shopping habits can be directly targeted. For example, the recent incline towards “retail therapy” on online platforms is an indicator of micro-trends and how they gently press towards a larger focus on active consumer behaviour.
The phenomenon of “fast fashion” has also greatly contributed to the now much faster trend cycling that encourages a constant stream of purchasing new garments and accessories to keep up with – “what’s trending.”
Marketing Insights
As a result of the quick rise and decline of trend cycles, marketing has had to adapt to keep up with the demand for new products quicker. A cost-effective and efficient way to meet these demands is through greater online efforts.
As a result, brands have taken to methods such as influencer marketing to make their desired impact. According to the BoF-McKinsey consumer survey, the influencer-marketing industry had been forecasted to reach $21 billion in 2023 and will keep rising. Brands such as ‘Hugo Boss’ and ‘Gucci’ have conducted such campaigns with influencers like, ‘Sabrina Bahsoon’ and ‘Amelia Dimoldenberg’ respectively, but social media marketing, being the accessible platform that it is, is not reserved for a certain genre of brand. In fact, smaller brands are also able to make large impact through social media. One shining and pertinent example of this is the Pakistani streetwear brand ‘Rastah’, which was started by three cousins in 2018, and to date has been worn by, Justin Bieber, Timothee Chalamet, Zayn Malik, Riz Ahmed, French Montana and many other celebrities both in Hollywood and Bollywood.
Increased Development and Role of AI
Since its introduction, AI has made leaps and bounds to almost all industries, and for everyone who has had exposure to it, in not just professional capacities but also personal, individual capacities. Large language models like Chat-GPT have become everyday terms and applications. McKinsey analysts believe that Generative AI could add anywhere from $150 billion to $275 billion in profits to the fashion industry by 2030. Trend forecasting giants like ‘WGSN’, ‘Peclers’, ‘Trend Stop’ and ‘Fashion Snoops’ are using AI-based forecasting to keep up pace with global trend overturn and the rising industry of fast fashion.
AI also allows for a more personalised online shopping experience. Consumers can factor in their lifestyle, mood, preferences, and body type when selecting what to purchase. Another interesting development is the surge of ‘AI Influencers’, such as ‘Lil Miquela’, ‘Shudu Gram’, and ‘Imma’, virtual influencers who partner with fashion and makeup brands for online marketing campaigns.
Marketing Insights
Focus on Sustainability and Ethics:
Around 67% of consumers now say they consider sustainability to be an important factor when choosing which brands they want to buy from as stated on NovaTomato, a sustainable fashion brand. This can be seen mirrored worldwide in various brand campaigns and marketing efforts.
As the world becomes more globalised and aware, the unsustainable production methods of the fashion industry have come to light, with that the millennials and Gen-Z-ers especially factor in more than just the product when buying. With a larger concern for our environment and the ethicality of production methods, people now want to know who is making their clothes, how and with what they’re being made, and who or what is affected during this process. As a result, trends such as upcycling, thrifting, and a refocus on the ‘vintage look have emerged.
One notable sustainable US-based-fashion-brand is ‘Outerknown’, which used 90% recycled or ethically sourced fibres, and are planning to become fully circular by 2030. ‘Patagonia’ is another example of brand imaging in line with sustainability and ethicality. For almost 40-years, ‘Patagonia’ has supported grassroot activists working to find solutions to the environmental crisis. In fact, Vogue Business highlights a high-end luxury fashion campaign, “Girls Just Wanna Grown Plants”, that tackles the idea that one must keep up pace with fashion trends, which leads to overconsumption and ultimately, pollution. The company behind the campaign, ‘Agency for Nature’, was applauded for its sustainability focus. However, it must be kept in mind that consumers do not begin and end to gauge sustainability at the marketing and branding aspect only. An inaccurate sustainability campaign may have unintended opposite effects for the company. This phenomenon is called “Greenwashing”, and conscious buyers have their eyes out for it. ‘Lululemon’s’ – ‘Be Planet’ campaign was met with backlash when 99.7% of their carbon emissions doubled during the time that the campaign was active.
Marketing Insights
In the ever-changing global climate we live in, the heavily-online, hyper-connected and super-monitored network that is entrenched in personal and professional activity, it only makes sense that social media landscapes, artificial intelligence models, and critical consumer bodies make up the future of even fashion marketing. However, with this also comes the opportunity to tap into global markets, to reach newer audiences, and to scale to unprecedented proportions. It is worth appreciating that the global consumer is changing to be more aware and conscious of the environmental impact of their individual actions; while also holding the corporations they buy from to those same standards and values. The fashion marketing industry is changing, and with that it brings endless opportunities.
The Indus Hospital & Health Network (IHHN) celebrated a significant milestone as it marked the completion of Phase 1 of its new state-of-the-art hospital building at Indus University Hospital, Karachi.
The occasion brought together key figures from diverse sectors, including donors, government officials, healthcare professionals, media representatives, social media influencers, celebrities and ambassadors, advertising agencies, civil society members, and corporate representatives, all united under the same roof to support IHHN’s mission in providing exceptional healthcare services.
The event was graciously hosted by IHHN’s distinguished leadership team, led by Abdul Karim Paracha, Chairman IHHN, Dr. Abdul Bari Khan, President IHHN, and Dr. Syed Zafar Zaidi, CEO IHHN. They were joined by Mr. Ahmed Hussain Kapadia, Corporate Ambassador, IHNN. Dr. Muhammad Shamvil Ashraf, Executive Director of Medical Services, Dr. Amin Chinoy, Mr. Salim Razak Tabani, Chairman of the Resource Generation Committee, and Syed Mashhood Rizvi, Executive Director CRD.
The event featured an exclusive tour of the hospital’s key facilities, including the Emergency, Family Medicine clinics, Consultant Clinics, wards, Operation Theaters, and advanced Blood Center. Guests had the opportunity to explore the hospital’s cutting-edge infrastructure and exceptional healthcare facilities, which embody IHHN’s commitment to world-class patient care.
Dr. Abdul Bari Khan, President IHHN, shared, “This milestone is a testament to the unwavering support of our donors and well-wishers. It brings us one step closer to achieving our vision of providing accessible, high-quality healthcare to all, while ensuring that Indus Hospital remains the first choice to everyone looking for quality healthcare facilities.”
Expressing his admiration towards the groundbreaking initiative, Mr. Ahmed Hussain Kapadia, Corporate Ambassador, IHHN pledged the continuous support to help IHHN sustain and expand its mission and congratulated the entire IHHN Team and the supporters on achieving yet another milestone towards Indus Hospital’s ambition of creating an impact and contributing to countless lives across the country.
Deepak Perwani has been the driving force behind Pakistan’s fashion renaissance for three decades. A master of reinvention, Perwani’s eponymous brand has redefined luxury and haute couture, captivating the nation’s style elite. With flagship stores in Karachi and Lahore, his designs have become synonymous with impeccable craftsmanship and sophisticated elegance. Perwani’s influence extends far beyond his label. He played a pivotal role in founding the Fashion Pakistan Council and organising Fashion Pakistan Week in 2009, an event held annually since then. Marie Claire hailed this groundbreaking initiative as “the most dangerous fashion show on earth.” This Couture Maverick has revolutionised Pakistani fashion, fusing tradition with modernity and redefining luxury in the face of fast fashion. His design philosophy is built on bold creativity, risk-taking, and an unwavering commitment to excellence. Driven by a passion for innovative design, a profound understanding of consumer desires, and a dedication to mentoring the next generation of fashion talent, Perwani consistently pushes boundaries. Producing multiple collections annually for both men and women, his work stands apart from the crowd. As a cornerstone of modern Pakistani fashion, Perwani’s influence extends beyond exquisite couture to shaping the industry’s future.
Deepak Perwani
Synergyzer: Please share your journey of building your brand under your own name and label and revolutionising the fashion industry?
Deepak Perwani: Completing 30 years in fashion and design has been a wild ride. Beyond building my label, I explored creative arts and acting. Founding the Fashion Pakistan Council and organising Fashion Pakistan Week added another dimension. It’s been a rollercoaster – fun, thrilling, and unpredictable. As my business grew, I focussed on nurturing future designers, collaborating with schools, colleges, and charitable institutions, sharing my expertise. This journey, though arduous, has been incredibly fulfilling. Since our humble beginning in 1994 with a single Zamzama store, we’ve expanded to Lahore, Islamabad, and soon, another in Karachi. For me, gradual growth and revolutionising the fashion industry went hand-in-hand. When we started, fashion as we know it didn’t exist. People made clothes at home, with no ready-to-wear retail. I pioneered affordable, high-end fashion in Pakistan, introducing a novel concept.
However, fashion was becoming too mainstream, almost losing its essence. Every launch – a bottle, a tablet – was accompanied by a fashion show. We realised regulation was necessary. To address this, some Pakistani designers, including myself, established the Fashion Council Pakistan. In 2009, we organised Pakistan’s first fashion show, Fashion Pakistan Week (FPW). Marie Claire dubbed it ‘the most dangerous fashion show on earth.’ This marked the beginning of a revolution in Pakistan’s fashion landscape.
The revolution sparked a domino effect. Malls emerged, introducing seasonal concepts: spring, summer, fall, winter, and holiday sales like Mother’s Day, Father’s Day, and Black Friday. The industry began to differentiate between winter and summer fashion, embracing trends. This once-non-existent scene transformed into a competitive environment. Designers now create four collections annually. Fashion evolved into an industry, employing civilians and requiring specialised professionals: textile designers, window dressers, makeup artists, coordinators, and merchandisers. This newfound industry opened doors to employment opportunities in Pakistan.
Consider where fashion was 15 years ago. Our tireless efforts transformed the industry. Export powerhouses like Gul Ahmed, Nishat, and Chen One, previously focussed solely on international markets, took notice of the local impact. They expanded into domestic retail, achieving remarkable success. Our perseverance was crucial. We could have settled for small-scale success, but we envisioned something monumental. We revolutionised an entire industry!
Synergyzer: What is your process of designing, creating, and finally releasing your collections?
Deepak Perwani: My design process is rooted in originality, style and edge. As a progressive thinker, I draw inspiration from international creators during my frequent travels (6-8 times a year). I excel at reinterpreting influences, blending Pakistani elements with global style. To stay relevant, I design three collections simultaneously: New Year’s, Weddings, Eid, Pre-fall, and Summer.
For women, I create eight collections annually; for men, six. This fast-paced production ensures timely releases. Every designer’s unique style is their greatest asset. I take risks, pushing boundaries to ensure my collections stand out.
Synergyzer: How have you stayed on top of the game years later?
Deepak Perwani: To maintain our position, we’ve focussed on premium quality. Deepak Perwani is not extremely high-end or budget-friendly, but a luxury brand offering high-quality fabrics, exceptional craftsmanship, and impeccable techniques. Our target audience is discerning individuals seeking indulgence, quality, and luxury.
Our clientele, largely Pakistani and Indian diaspora in cities like Dubai, London, New York, Paris, and Sydney, values the excellence of our fabrics, workmanship, and brand heritage. They’re invested in the Deepak Perwani experience – a life of lavishness, often passed down through generations. Traditional design has inherent marketing value, as pieces are passed down as family heirlooms. Designer wear is invested in for generations, not just one event. Its value appreciates over time.
However, we don’t rely solely on this. We actively market ourselves through social media, fashion shows, exhibitions (Dubai, London, Singapore, Hong Kong), and targetted advertising. In fact, I’m soon to be at an exhibition in Dubai and then one in Doha, after that in Bahrain and that’s how luxury sells.
Synergyzer: Beyond advertising, what relationship-building strategies do you employ to ensure your brand remains at the forefront of the minds of your customers?
Deepak Perwani: Beyond it, our main focus is on innovation and exclusivity. Catering to Pakistan’s luxury market (the 1%) demands constant evolution and exceptional quality. These discerning customers are well-versed in global
fashion trends. To stay ahead, we continuously innovate and push boundaries, offer bespoke menswear, a niche area few designers explore and leverage our expertise in cloth, our core strength. Our diverse portfolio includes hotel uniforms, school uniforms and specialised uniforms for cardiac society. This versatility showcases our international, local, and global influence.
Synergyzer: Elaborate on your design philosophy for each gender, considering the unique preferences and styles they seek?
Deepak Perwani: I delight in designing for both men and women. My philosophy revolves around ‘twinning’ – creating harmonious, cohesive looks for couples. This concept fosters homogeneity, integrating individual styles into a unified aesthetic. For shaadi wear, twinning is particularly crucial, ensuring the bride and groom’s outfits share a consistent thread.
Today, visual storytelling dominates, with Instagram-worthy moments driving design decisions. Family pictures, backgrounds, flowers – every detail is considered for phone screens. Traditionally, Pakistani weddings follow colour-coded events. A basic generalisation would be for, Nikkah, the bride-to-be wears white, for the Mayoun, yellow or orange is preferred, and a colourful outfit for the Henna function. The new trend is the Choli Gharaara or the Choli Ghagra. For Valima, an icy blue jora and for the shaadi, a red dress or a pink one.
Pakistanis instinctively associate these colours with each occasion, guiding family attire to harmonise with the bride, groom, and venue. My design approach remains consistent: I envision men and women as confident, stylish, and sexy (sensual). My audience appreciates luxury, recognising quality fabric, impeccable fall, finish, and cut. We occasionally take risks, and they embrace it. Other times, we play it safe, and they still respond well, as it aligns with the Deepak Perwani design philosophy.
Deepak Perwani
Synergyzer: Who are five designers you deeply admire, and how has their approach influenced your own creative journey?
Deepak Perwani: I deeply admire five designers who have significantly influenced my creative journey:
– Yves Saint Laurent – A global icon and French design legend, renowned for empowering women with androgynous styles like the Le Smoking jacket. Incomparable!
– Tom Ford (for Gucci) – Revolutionised Gucci with his sexy, New York-inspired aesthetic, and successfully established his eponymous brand.
– Alexander McQueen – If fashion was art, it would be Alexander McQueen, a genius leaving an indelible mark despite his tragic demise.
– Maheen Khan – A master of minimalistic design, showcasing the difficulty and beauty of restraint.
– Rizwan Beyg- A Pakistani design stalwart, expertly blending calm, collected styles with revived traditional techniques. His knowledge of craft is unparalleled!
Synergyzer: How do you feel about your designs being copied and replicated? Do you think this affects your brand, and how do you address this issue?
Deepak Perwani: Copying and replication come with the territory of high-end design. Iconic brands like Chanel, Prada, Dior, and Hermès are constantly replicated. Initially, I’d get upset, but now I view it as a compliment; I just take it as a form of flattery and laugh about it.
Synergyzer: As you envision the next five years, what exciting design trends and innovations can your loyal customers expect from your brand?
Deepak Perwani: Looking ahead to the next five years, our loyal customers can anticipate:
New Flagship Store: We’re unveiling our 4,000 sq. ft. store on Khayaban-e-Shahbaz, showcasing menswear, women’s wear, couture, and ready-to-wear.
Solo Show: An exclusive runway event showcasing our latest designs.
So, lots of exciting stuff coming towards our clients’ way. And this is just the beginning for the brand. We’ve just finished our 30 years and 30 more to go
Synergyzer: Does the focus on celebrity endorsements and influencer collaborations in fashion campaigns overshadow the creative artistry of designers?
Deepak Perwani: Celebrity endorsements and influencer collaborations have limited impact on high-end fashion sales in Pakistan. The local focus is on drama and television stars, catering to a distinct audience. This demographic differs from our target market – affluent individuals who travel to global fashion hubs like London, Paris, and New York. While celebrity endorsements may generate interest abroad, they don’t necessarily translate to significant sales for luxury brands like mine.
Deepak Perwani Men’s Fashion
Synergyzer: Is Deepak Perwani’s brand guilty of reinforcing elitist fashion narratives by emphasising luxury and exclusivity in his advertising, potentially alienating the broader public from engaging with high fashion?
Deepak Perwani: High-end brands, by definition, are elitist. We cater to a specific clientele seeking exclusive luxury. Comparing H&M or Zara to Dior or Chanel is apples and oranges.
Luxury brands profit majorly from: Belts, shoes, glasses and bags. Our bridal market focus isn’t alienating; we’re reasonably priced within our niche. Brands must choose their direction: low-end or high-end. You can’t be both. Red Bull won’t lower its price to match Pepsi’s. That’s the luxury premium. Simple!
Synergyzer: Has the rise of influencer marketing diluted the exclusivity and authenticity of luxury fashion brands, turning them into mass-market commodities?
Deepak Perwani: Influencer marketing effectively reaches consumers, showcasing real people wearing luxury fashion. This relatability resonates more than traditional celebrity endorsements. Of course, that works and I think I find it far more effective than putting your clothes on a star because everybody’s putting their clothes on a star and selling teas, soaps, and you know, phenyl!
The article explores how brands leverage the science of virality, blending psychology and cultural relevance to create trends that captivate global audiences. It delves into strategies used by top brands to stay ahead in the digital marketing game.
In today’s digital landscape, the notion and the act of becoming viral has become the new frontier of marketing. This gold rush for tweets, the memes and the hashtags, could possibly start a movement, and become an obsession which is where the appeal lies, in its potential to go far beyond traditional marketing. Brands are reaching this elusive standard, they are no longer just selling products, they are tapping into the zeitgeist and selling experiences of becoming a part of something larger, that reflect the collective consciousness of today’s generation. Instagram stories and whims of the algorithm, with the addition of FOMO. But the question remains, is becoming the latest viral sensation a stroke of luck? I don’t think so, virality especially now, is all about nuanced strategy, human psychology and cultural awareness.
At its core, the science behind virality is delving into the human mind, understanding; triggers, cognitions, and behaviours. It is about understanding the audience, creating what is valuable to them and being ready to ride the wave that could help make an idea or product reach its highest potential.
Viral trends capitalise on our desire for a social connection, the fear of missing out and of course the innate desire to feel amused. When a product or idea goes viral, it is because it resonates with people on a fundamental level. Jonah Berger, a marketing professor in University of Pennsylvania, identifies six principles that drive virality, in his book “Contagious: How Things Catch On.” These principles summarised with the; STEPPS –
Social Currency, Triggers, Emotions, Public, Practical Value and Stories. These provide a framework for understanding why some things spread like wildfire while the others fizzle out. These principles have been put into practice by some of the most successful brands in the world.
People like to do things that make them look good, if a product or a trend can make someone feel smarter and more connected, that is when they are most likely to spread the word. This is how some of the top brands in the world have made themselves to be social currency for consumers, companies like Tesla, Dyson and Stanley.
Tesla, which developed some of the most groundbreaking inventions, led by the ever-controversial, Elon Musk, illustrates quite well that all publicity is good publicity, how people became aware of the company because of the contentious statements and actions of the owner. Musk’s proactive and almost questionable social media presence ensures it almost always becomes a headline. His tweet about “No Logo” at the launch of Tesla’s CyberTruck in 2019 became a viral sensation. This tweet didn’t only help it gain traction but also solidified the image of Tesla as being a status symbol, a luxury and it being innovative enough to be recognised as ‘Tesla’ without an identification. Owning a Tesla wasn’t just about driving an electric car but being a part of the elite, forward thinkers and tech-savvy high society. On the contrary, Tesla spun their immediate failure into a viral success when CyberTruck’s “shatter less” windows shattered during the demonstration, destroying the confident claims. Tesla used this negative traction as a moment to go ‘viral’, enjoying memes and discussions flooding social media, driving massive attention to the brand.
Content that specialises in practical values tend to be shared more often as well, could be a life hack, advice, or a piece of technology that solves everyday issues and if a brand can weave a compelling narrative around their product and also over-market it, it becomes an absolute need for people. Therefore, becoming the latest obsession. One such product like this is, Dyson, known for its high-tech, ultra-smart household products. From Vacuums, to Hair Styling tools, the company has mastered the art of turning mundane items into objects of intense desire and need. The company’s approach to virality is rooted in knowledge of their audience and in innovative engineering with futuristic, sleek designs, that appeal to the consumer on the basis of aesthetics, even if they lack in functionality. Dyson’s Airwrap became a sensation even before it hit the market, the story built around the product, regarded it as a game-changer, with the immensely latest technology, its hefty price tag and the over-marketing added to its allure. Dyson thus tapped into multiple principles of virality making their product a statement.
Viral trends stem from the combination of timing, cultural relevance and reinvention of the familiar. Even if the underlying idea is not entirely new, the presentation and the context in which it appears can make it feel original. Rebranding is one-way companies do this, one such brand that made this ingenious move was Stanley. Stanley’s resurgence in popularity is a testament to the power of nostalgia. It leveraged its history and reputation in durable items by reintroducing their classic design with a modern twist. Stanley appealed to a varied type of consumers; their old customers who remembered the brand from their day and age, whilst the younger generation were drawn to its retro aesthetic, functionality and the bandwagon effect.
The brand’s clever use of TikTok influencers helped make their product a viral sensation. The tumbler’s presence, in short videos and recreations of the trend, made it a status symbol, reiterating the social currency concept. Stanley’s success in creating a product for eco-conscious people that was easy to share and imitate is the perfect example of public principle of virality.
Cultural resonance emerges from a deep understanding of current societal shifts and the ability to accept and follow them. They become triggers or cues that remind people to talk about a product or an idea. For instance, a conversation about climate change and green technology will often lead back to Tesla. Similarly, Rhode Beauty’s philosophy on being cruelty-free, multi-use, minimalist approach in their skincare and design became a fashion craze all of a sudden. Rhodes’ viral marketing strategy was to leverage emotions through Hailey Bieber’s celebrity influence and personal story of finding skincare solutions that worked for her. The narrative of Bieber’s personal philosophy and simplicity was effectively eaten by the consumers.
As brands continue to navigate the complexities of digital marketing, the importance of understanding and leveraging viral trends to their benefits. Virality is a blend of art and science that gives us a unique opportunity to reach a large number of audiences in an extremely short span of time. This requires an understanding of what drives people to share content. Whether it’s through the engineering prowess of Dyson, or the minimal aesthetics of Rhode. Successful brands are those that create moments that evoke emotions, create a sense of community. As digital landscape continues to evolve, brands that can master this art will find themselves at forefront leading the path to the next viral phenomenon. The next time you find yourself suddenly obsessed with a new product or trend, know that you are part of a global community that is being expertly guided by some of the sharpest minds in the business.
The Pakistani lawn industry has witnessed a significant boom in recent times, pieces of overpriced clothing that exude grandeur. Regular joras-turned into-art-turned into-couture-priceless, are they really worth it?
The term “lawn” is derived from ‘Laon’, a city in France, which produced linen lawn. The cloth is a fine plain weave textile made with combed cotton. It is a lightweight and sheer fabric, wonderful for warm and humid climates like the sub-continent.
The fabric gained significant traction in the 90s, in local markets of Pakistan. This was a time of economic development and modernisation, which saw the rise of textile mills producing fabric. In the early years lawn was primarily used for everyday wear—simple dresses that were easy to wear for day-to-day tasks. They were so light, didn’t require ironing, and were easy to maintain. As Pakistan’s fashion industry evolved and progressed, the commercial potential was recognised. In the late 20th century, the Pakistani lawn industry witnessed a boom. With the burst in creativity, and the growing middle and upper classes in the country, coupled with an increasing appreciation for fashion and art created a demand for more sophisticated lawn clothing. Textile tycoons encouraged and partnered with famous designers and began the production of lawn suits in a wide range of designs, colours, and prints. Couturiers loved the fabric; it was soft yet sturdy enough to hold its shape. Breathable but not see-through, comfortable yet stylish, the affordability, comfort, and aesthetic appeal made them immensely popular among Pakistani women, thus, beginning the reign of lawn. High-end brands introduced elaborate heavily embroidered, beadwork-ed designs, transforming simple lawn into luxury garments. The traditional shalwar kameez, a staple in Pakistan, became the canvas for showcasing intricate designs. With the addition of laces, sophisticated embroidery and embellishments, these regular joras had turned into something amazing, it was art—transforming the ordinary into masterful elegance.
Luxury Lawn
There’s often a high demand for luxury lawn during specific seasons and festivals, driving people to prioritise spending on these items despite their higher costs, especially during the scorching summer months. Endorsements from celebrities and fashion influencers helped create a buzz around these collections with the curation of jaw-dropping campaigns. Designers continually innovated with lawn, creating unique patterns in alluring colours that captivated style-savvy buyers, making it a must-buy for every upcoming season.
Lawn and its use evolved; what was once worn mundanely soon became a symbol of style, luxury, and prestige, much like the advertisements. The earliest recorded adverts had distinct characteristics. The first few only featured women’s silhouettes, with faces veiled behind a flowing dupatta or a tree; loose, simple clothing adorned the bodies of tall, thin, white models. These ads adapted relatively quickly, moving from extremely loose shalwar kameez to short frock-style kameez and churidar pyjamas. From long sleeves to three-quarter sleeves, the clothes became much more stylish. Along with this came the inclusion of dancing and singing to music, which became prominent in the late 90s. However, one thing that remained evident across all these videos was the incorporation of Western ideals. The use of white-skinned models, with blonde hair and blue eyes, represented the standard of ultimate beauty—the all-encompassing European woman—an influence on the people of Pakistan, which marketers used to their advantage.
Soon, the ads transitioned into something more relatable in the early 2000s. Instead of idealised representations, the focus shifted to showcasing the lives of people. From white models to desi women—brown-skinned and dark-haired—but, of course, since there had been an obsession with white skin, the models were often the palest shade of brown. This change was monumental, albeit the bare minimum looking back; it was still change. Pakistani women flaunted lawn wear while engaging in household chores, often accompanied by make-believe husbands and children. It was relatable, personable, and reflected the ultimate Pakistani dream. A shadi, husband, kids, and loving in-laws—the quintessential Pakistani dream—was being sold instead of just lawn clothing, all showcased by stunning models.
These advertisements began to promote dreams and possibilities tied to wearing a particular lawn collection. They targeted the emotions and sentiments of the audience rather than only presenting a fantasy. In contrast, other adverts airing during the same timeline maintained a similar focus to those in the 90s, still glamorising European beauty and culture. This was depicted by shooting abroad, featuring white models wearing lawn clothing while parading in foreign cities, dupattas flowing against backdrops like the New York skyline, highlighting an image of modernity.
Luxury Lawn
In less than a decade, Caucasian models and blue-eyed representations faded from the forefront. But were we truly past that? Were we ready to accept our brown skin and dark hair? During the mid-2000s, the marketing style changed completely, and so did the lawn game. Lawn wasn’t just being sold as clothes anymore; it had become an ‘it’ club. This exclusive club included aunties who attended kitty parties, flaunting their latest Prada bags paired with Valentino kitten heels, speaking Urdu with an American accent despite having lived in Pakistan their entire lives. It wasn’t just about wearing the latest collection; it had transformed into a competition of who could acquire the most exclusive collection the quickest. Who could pick up the lawn jora sooner, get it stitched in time for ‘Bano Auntie’s’ luncheon, and before ‘Sharmeela’ wore it?
Marketers targetted women through urgency and exclusivity under the guise of ‘limited edition,’ making the collections even more desirable and high-class. Brands often sold out immediately after launch, with “no stock available” signs appearing just two days later—oh, the horror! But miraculously, there seemed to be enough stock for everyone after all. Since it had sold out once, everyone developed the fear of missing out; everyone had to have it. It was vital, it was necessary.
Marketing tactics also evolved, incorporating highly famous Indian actresses. Katrina Kaif, Kareena Kapoor, and Nargis Fakhri showcased lawn wear with chiffon dupattas flowing beside them, looking as ethereal as can be. This surprised the Pakistani audience, as Bollywood actresses felt unattainable; they were seen as the pinnacle of beauty, for them to wear something that you and I could wear created an insatiable demand. Life would not continue if it weren’t in their wardrobes. This was when luxury lawn reached its peak; to this day, it remains as valuable as ever—almost like a national treasure.
Luxury Lawn
Little pieces of overpriced clothing exuding grandeur and lavishness reside in closets in DHA, proving to be almost priceless because they came from that collection that Katrina wore once upon a time. But will it ever be made again?
This is where the black market comes into play—replicas, often low-quality imitations of luxury lawn clothing sets. They are nearly identical but sold in open bazaars at half the quality and a quarter of the price. These replicas last only four washes before becoming unrecognisable. The pronunciation of designer names is often butchered by shopkeepers, who still demand the original prices. This phenomenon becomes a nightmare for designers, brands, and the DHA aunties, as their exclusive, one-of-a-kind pieces are imitated and sold so cheaply that anyone can wear them. How could this happen? Oh, the disgrace! The entire concept behind luxury lawn was exclusivity and cliquishness. People buying these overpriced, unstitched, underwhelming pieces of cloth weren’t just purchasing clothes; they were buying the experience and the division that came with it. “We are different; we wear branded clothes, and you don’t.” Suddenly, that wasn’t the case anymore; anyone could wear it, anywhere. Luxury lawn is both a blessing and a curse, whether it’s due to the hefty price tag or the fine kapra. Are the lawn wars or the competition worth it? I leave that up to you.
Step into the vibrant world of Madsemble 2024, where creativity collides with innovation in a dazzling display of marketing genius! This electrifying event brought together the brightest minds in advertising and marketing. From igniting conversations, and captivating keynotes to engaging panels, attendees left buzzing with fresh ideas and strategies to conquer the ever-shifting landscape of the industry. With a focus on authenticity, emotional connections, and niche storytelling, Madsemble wasn’t just an event but a transformative experience.
On a dull Monday evening at work last month where things seemed to be moving at a snail’s pace, my phone buzzed with a message from a colleague, “You are invited to Madsemble.” The message I had been anticipating. For those who aren’t aware, Madsemble is an annual event, organised by the Pakistan Advertisers Society (PAS), bringing the marketing and advertising leaders from all over the world together under one roof. Madsemble 2024 – a two-day event was held recently at the National Aerospace Science & Technology Park (NASTP) in Karachi on September 25th and 26th.
Day 1 – Brand Building
Speakers:
1- Sudhir Sitapati, Chief Executive Officer of Godrej Consumer Products
2- Farheen Salman Amir, President – BSPAN & GM Pakistan
3- Nadeem Zaman, Business Growth Leader Baby & Child, Kimberly-Clark.
4- Shahzain Munir, The English Biscuit Manufacturers’ (EBM)’s Executive Director
5- Dolly Saidy, Founder of MINTMENA
6- Saad Tawwab Khan Rao, Chief Marketing & eCommerce Officer for Pakistan & Afghanistan at Samsung Electronics
7- Samar Hayat, CEO of Tapal Tea
8- Sheikh Adil Hussain, Marketing Director of Haircare, Unilever
9- David Wheldon, President Emeritus, World Federation of Advertisers
Madsemble
Sudhir Sitapati – “Technology changes, human behaviour doesn’t.”
The CEO of Godrej Consumer Products, Sudhir Sitapati delivered his keynote speech online, his session was moderated by President – BSPAN & GM Pakistan, Farheen Salman Amir whose energy kept the attendees engaged even when the session was disrupted briefly due to laggy internet.
In a world of ever-evolving marketing strategies, Sudhir’s session was a much-needed reminder of the fundamentals of brand marketing. As flashy new trends and digital platforms have emerged, many marketers seem to forget the core principles that have always driven brand success. “Technology changes,” Sitapati began, “but human behaviour doesn’t. The basics of brand marketing is still as relevant as ever.” He emphasised the importance of consistency, authenticity, and the emotional connection that a brand should foster with its audience.
Nadeem Zaman – The Brand Love Pyramid
Nadeem Zaman’s, Business Growth Leader Baby & Child, Kimberly-Clark. He is the brains behind the creation of Coke Studio Pakistan.
Speaking about brand advocacy, he argued that the best form of brand advocacy is when a brand becomes a part of your culture. He spoke at length about the Brand Love Pyramid, explaining the steps – Know; Accept: Like; Love; and Exclusive Love – along the way.
Brand love translates into increased brand consumption – an example of which was shared by him in the form of Coke Studio Pakistan. Nadeem shared how the team identified a real human problem economical and political crises that Pakistanis faced and then came up with an inspirational solution.
There are two things that unite Pakistanis no matter what and its music and cricket. By the end of Nadeem’s speech, I had realised, I would be walking out as a better marketer and advertiser even if I am either of those!
Nadeem Zaman Speaking on Brand Advocacy
Shahzain Munir – Sooper’s Success
The English Biscuit Manufacturers’ (EBM)’s Executive Director Shahzain Munir took to the podium. He shared EBM’s inspiring business journey and growth with everyone.
Shahzain’s aspirations to make ‘Sooper’ world’s favourite biscuit brand after it being the nation’s favourite.
It was refreshing to hear the thoughts of a leader of a local brand whose ambitions were to make a Pakistani brand a household name overseas. Not only did it strike the chord with the attendees, as their thunderous applause echoed throughout the hall. It was a testament to their belief in EBM’s ability to live up to its promise.
Dolly Saidy – Go Local!
The founder of MINTMENA, Dolly Saidy, emphasised the critical need to resist urgency when it compromises production quality, costs, and the overall impact of an ad.
“Efficiency in advertising is about delivering high-quality work without sacrificing timelines, but rushing through projects can lead to subpar results, missed airing dates, and higher long-term costs,” she illustrated.
Dolly highlighted the importance of shooting locally, noting that while shooting abroad may seem glamorous, it often compromises on cultural authenticity, inflates budgets, and hinders the development of local talent. “We need to invest in our local industry, offering the right budget and believing in the capabilities of local production teams to deliver superior outcomes.”
Saidy further stressed the importance of balancing the budgets allocated for music and production, urging brands not to compromise on either. “Empowering local talent and ensuring they have the resources to create high-quality content will lead to better results, while also driving growth within the industry, and the country” she stated.
The founder encouraged industry leaders to take risks, challenge conventional habits, and foster healthy competition without settling for less. By focusing on developing local talent and maintaining high standards, brands would not only achieve remarkable results but also contribute to the long-term growth and sustainability of the advertising landscape.
Dolly Saidy founder of MINTMENA
Saad Tawwab Khan Rao – Connect with Emotions
Saad Tawwab Khan Rao, Chief Marketing & eCommerce Officer for Pakistan & Afghanistan at Samsung Electronics, highlighted the importance of driving effectiveness in marketing by tapping into core human emotions.
“Brands that connect with emotions have a lasting impact,” he said, citing Dalda’s iconic campaign “Jahan Dalda, Wahan Mamta” as an example. He revisited this emotional narrative, Dalda successfully appealed to the basic sentiment of maternal love, which resonated deeply with audiences.
Saad explained that ads measured with higher elements of happiness or surprise tend to be significantly more effective, signifying the importance of emotional engagement in brand-building.
“Emotions build brands; neutrality does nothing,” Saad stated plainly, stressing that branding alone doesn’t drive ad-likeability, producing content that fails to connect emotionally isn’t just ineffective, it’s detrimental. Saad declared, “There’s no room for producing mediocre content in today’s competitive landscape,” urging marketers to focus on creating high-quality, emotionally relatable advertisements.
According to him, producing content without strong emotional appeal leads to resources wasted and opportunities missed to strengthen a brand’s market presence.
Samar Hayat – Emotions over efficiency
Samar Hayat, CEO of Tapal Tea, began with the critical role of strategic choices, which play in determining whether businesses will thrive or fail.
Drawing parallels with industry giants like Microsoft and Apple, as well as Fujifilm and Kodak.
Samar emphasised how the right decisions can set a company on a path
of innovation and sustained growth. “It’s not just about the choices we make, but understanding what and who is driving those choices,” he explained, urging business leaders to be mindful of internal forces shaping their strategies, trying to identify inherent problems within corporate structures to create a winning framework that fosters success. “Too often, organisations become fixated on operational excellence, but that alone will not be enough to guarantee growth.”
Samar shared the significance of emotions in advertising, like Saad Tuwwab Khan, stating that a strong emotional connection with consumers is a powerful driver for brand loyalty and overall market success.
“Emotions resonate with audiences in a way that operational efficiency cannot,” he said. Samar cautioned against companies focussing solely on operational metrics, reminding them that growth is also fuelled by how well a brand connects with its audience on a personal level.
By balancing strategic decision-making with emotional engagement, businesses can not only overcome internal challenges but also secure long-term growth in a competitive marketplace.
Sheikh Adil Hussain – Cracking the Gen-Z code
The energy in the room spiked when the Marketing Director of Haircare, Sheikh Adil Hussain, took over the stage. His mission was clear, to debunk the many misconceptions about how to communicate with Gen-Z.
He conducted a fun session with industry experts and two youngsters representing Gen-Z.
In a thoroughly illuminating session, Adil laid out the findings of a groundbreaking study conducted by Pulse Market Research, which was led by Kashif Hafeez Siddiqui.
The research painted a nuanced picture of Gen-Z; asserting that, this generation wasn’t just tech-savvy and socially conscious but they were also emotionally intelligent, value-driven, and incredibly discerning.
“The key to reaching Gen-Z isn’t just about jumping on trends,” Adil stated, as reverberated by the two youngsters sitting on the panel. “It’s about authenticity. They can spot a fake from a mile away.”
He argued that brands must be transparent and genuinely aligned with their values, if they ever hope to win over this generation. Gen-Z wasn’t just buying products; they were buying into causes, beliefs, and experiences.
David Wheldon OBE – Choose your Own
The last session of Day 1 was hosted by President Emritus, David Wheldon OBE who has 40 years of experience in the industry.
He revealed the importance of branding and hosted an incredibly enjoyable and insightful session with the Chairman and CEO of Unilever, Amir Paracha, CEO of Dalda Foods, Aziz Jindani, and Managing Director of Daraz Pakistan and Sri Lanka, Ehsan Saya.
The trio discussed the importance of branding in today’s cluttered market. Aziz, ever the critic, challenged the traditional notion of a brand manager, questioning whether the title truly reflected the responsibilities that came with it.
His sharp analysis opened the floor to a broader conversation about how the role of brand managers needed to evolve to stay relevant in today’s digital-first world.
Meanwhile, Ehsan emphasised the importance of building in-house creative teams. “Companies can’t rely on external agencies to understand the nuances of your brand,” Ehsan argued. “An in-house team lives and breathes the brand every day. They get it.”
Panelists with Gen Z on Day 1
Day 2 – Changing Mindsets
Speakers:
1- Mark Adams, Vice President & Head of Innovation, VICE Media
2- Hasan Sandila, Vice President – Digital Division, Jazz
3- Adil Ahmed, Director & Co-Founder, Symmetry Group
4- Ahmed Kapadia, Chairman & CEO, Synergy Group
5- Faisan S. Syed, Founder & CEO, East River
6- S. Zaheeruddin Ahmed, CEO, Dareechay Films / COO & Film Director iDcreations
The conference hall, buzzing with energy, the air thick with anticipation as marketing professionals, creative minds, and industry leaders gathered for what was to become one of the most insightful and thought-provoking sessions of the year. A convergence of ideas, opinions, and futuristic visions on the world of advertising and marketing. The session promising to reshape how brands approach their audiences in the ever-evolving digital landscape.
Umair Saeed, the former CEO of Blitz Advertising
hosted the event on both days. Before he could even begin the announcement, his excitement was contagious. The real show was about to begin. The second day kicked off with the Health and Wellness Ambassador from Jubilee Insurance, Mantaha Tareen, elucidating about the management of cortisol levels is especially necessary for those working in the marketing and advertising industry. She encouraged the attendees to stand up from their seats for a 5-minute exercise and did a physical activity session to make participants aware if their cortisol levels were normal.
Mantaha Tareen leading a physical activity session
Mark Adams – The Great Mark
Mark, a dynamic speaker known for his disruptive, unconventional ideas, took the stage and immediately captured the audience’s attention. He began by dismissing the traditional audience targeting and segmentation methods, calling them the ‘relics of the past.’
“Segmenting your audience? The old way sucks,” he declared. “It’s like throwing darts in the dark and hoping to hit something.” His words stunned with the crowd, many of who had already been grappling with the rapidly changing digital landscape. Where old methods no longer seemed to be effective.
Mark continued to elaborate on a revolutionary concept that was shaking up the industry: niche marketing. He explained, it’s no longer about simply advertising to people. Instead, marketers need to create niches of interest, dedicated communities with shared values and passions. This approach, he elucidated, allows brands to not only exist “on the internet” but truly “live in it.’
Mark described this idea as creating and spreading myths – meaningful, yet transformative narratives that align with the culture of niche communities. “People are no longer passive recipients of ads, they are participants in stories, and brands need to craft stories that people can believe in, stories that they want to share.” Mark explained to the growing crowd.
The idea of creating a myth that resonates with a niche community was a game-changer. It wasn’t about casting a wide net, but rather, becoming a meaningful part of a people’s digital identity. Mark’s vision of living in the internet, rather than just placing ads on it, piqued new understanding.
Brands had to find ways to become an integral part of their audience’s culture.
Mark Adams
Hasan Sandila – “Digital is here, and it’s here to stay.”
Hasan Sandila, the VP of Digital Products & Growth briefed on the dynamics of digital viewership and the rise of OTT platforms in Pakistan.
He discussed the insights on the growing parity between digital and TV viewership during big-ticket events and explained how digital viewership had evolved, reaching a point where it now rivalled TV during major events.
“We’re no longer living in a world where TV dominates everything,” Hasan noted. “Digital is here, and it’s here to stay.”
Hasan Sandila
Ammar Hassan – How to Make a Bad Marketer.
Sandila’s session was followed by Growth Consultant Ammar Hassan, who shared the recipe on ‘how to make a bad marketer.’
“Marketing as a profession is in serious danger. For the last 15 years, we’ve been churning out marketers who lack the foundational skills needed to truly excel. We’ve focussed too much on trends and short-term wins that we’ve neglected the core principles of marketing. This has resulted in a generation of ‘bad marketers’ who aren’t equipped to lead in today’s fast-changing landscape,
” commented Ammar.
He continued, “with the rise of AI and the demand for digital transformation, marketers must ask themselves: are we truly prepared for the future? And can we effectively communicate AI’s value to our CFOs in a way that impacts the bottom line? If we can’t bridge this gap now, how can we even aspire to become CEOs? To thrive, today’s marketers need to evolve beyond traditional tactics and communication in the language their CFOs understand.”
Ammar Hassan
Adil Ahmed – “Human creativity will not be replaced”
The take on the marketing of the future was unveiled by Abbas Arslan, who took over the stage to reveal his work on creating a digital-video-Quran using generative AI.
His presentation wasn’t just about showcasing cutting-edge technology but offering a glimpse into the future of marketing and technology.
Generative AI, he explained, was going to revolutionise everything from content creation to audience engagement.
Adil Ahmed joined the conversation, sharing his thoughts on AI. From personalised ads to AI-generated creative campaigns, the future; according to Adil, was one where human creativity would be augmented, not replaced, by machines as many predict.
He went on to say that the incoming wave of AI is hard to stop but it will help marketers achieve their dream of coming up with hyper-personalised campaigns.
Ahmed Kapadia – A bold new perspective
Founder and CEO East River Faizan S. Syed’s and Chairman and CEO Synergy Group Ahmed Kapadia’s interaction was a breath of fresh air, offering a bold new perspective for the future of Pakistani advertising.
Both of them focussed on how ad agencies in Pakistan could compete on a global scale.
Faizan laid out a roadmap, advocating for increased investment in talent, training, and technology. “We have the creative minds,” Faizan asserted. “What we need is the ambition to go and showcase our expertise on the world stage,” Ahmed remarked.
Zaheeruddin Ahmed – Fakeness in Pakistani Adverts
The reality check on the current state of advertising in Pakistan came from S. Zaheeruddin Ahmed, whose relaxed demeanour masked the profound impact of his words.
Zaheer spoke frankly about the fakeness in Pakistani ads and why they often fail to resonate with the audience. “We see ads where the actors look like they’ve walked off a Bollywood set, speaking in a language that no one actually uses in real life,” Zaheer said, eliciting chuckles from the audience.
“It’s time we start casting relatable talent, talking in the language of our people, and using real-life settings, that is when it’ll be most impactful.”
His message was clear: authenticity is not just for global brands or Gen-Z. It’s crucial for any advertisement to succeed. He petitioned for a shift towards storytelling that reflects the realities of everyday life in Pakistan. Ads, he argued, “should be mirrors of the society they target, not glamorised versions of it.”
As the event drew to a close, the audience was recovering from the blast of new ideas and fresh perspectives. The energy that had filled the room on both days began to settle, replaced by a sense of anticipation about the future of marketing in Pakistan. The event had covered everything from the basics of brand marketing to the cutting edge of AI, the attendees walked away with a deeper understanding of where the industry was heading. As the lights dimmed and the audience slowly filtered out, there was a shared sentiment: this event had not just been a meeting of minds, but a turning point for marketing in Pakistan. The future was bright, the possibilities endless, and everyone in attendance was ready to embrace the next wave of innovation.
The writer sheds light on the relentless cycle of sales that is eroding the essence of fashion brands. With constant discounts driving down quality and creativity, the industry faces the challenge of reclaiming its identity amidst a sea of bland and disposable fashion.
In today’s retail landscape, it’s rare to pass by a shop without seeing the familiar, “SALE” sign plastered in mall windows and on websites. What once marked a seasonal clear-out has now morphed into a perpetual marketing tool, raising critical concerns about its effects on the fashion industry. Sales are no longer occasional—they are constant. This has reshaped not just consumer behaviour but the very essence of fashion itself, leading to a race to the bottom in terms of quality and creativity.
The Delulu of a Bargain
Fashion brands, whether big or small, have conditioned consumers to expect discounts as a given rather than an occasional treat. But the truth is, these sales are often less about clearing inventory and more about manipulating consumer psychology. Prices are inflated beforehand, allowing brands to offer a so-called “discount” that still ensures healthy profit margins. The illusion of getting a bargain drives consumers to buy more, and faster, filling their wardrobes with disposable pieces.
For the average Pakistani customer, it’s increasingly difficult to differentiate between mass-market or high-street or luxury designer brands. This confusion only adds to the pressure for brands to compete on price rather than on quality or design, with many consumers making price comparisons based on their personal perceptions. But this short-term gain for consumers comes at a long-term cost to the industry.
Questionable Quality
As discounts become more prevalent, quality takes a back seat. Mass production has accelerated, with brands churning out cheaper garments at faster rates to meet the demand for frequent sales. The result? Lower-quality fabrics, subpar craftsmanship, and garments that barely withstand a few washes before showing signs of wear. We all saw images of clothes literally falling apart right on the first day of Eid. Yet, because the initial price was low, many consumers overlook this degradation, reasoning that they can simply buy a replacement during the next sale.
This cycle is perpetuated by the constant availability of cheap fashion (often imported from China). Brands that fail to differentiate themselves find it harder to resist slashing prices to clear excess stock, creating a vicious circle. As Henk Hofstede, a retail expert, once mentioned, “If you’re doing the same as your competitor, the only thing left to compete on is price—and you’ll never win on that.” We all remember what happened to cellular services brands early in 2010s.
The “Blandification” Era
This obsession with discounts has contributed to what can only be described as the “blandification” of fashion. Once an industry defined by innovation, daring creativity, and fine craftsmanship, fashion has now become homogenous. The same trends, colours, and designs repeat endlessly, as brands focus on “producing what sells” rather than pushing the boundaries of style.
For example, the endless variations of block prints for women or the monotone co-ords seen everywhere in Pakistan last season are now joined by another repetitive look for men—roomy linen pants and polo shirts for men, passed off as “old money” aesthetics. The result? Fashion, instead of inspiring individuality, feels like it’s stuck in a loop of reruns.
Missing: Fashion Editorials
Another casualty of the sales-driven mindset is the demise of fashion editorials and campaigns, once a cornerstone of the industry. As print magazines have dwindled, particularly in markets like ours, brands have shifted their focus to social media, relying on algo-guided and influencer-driven content. However, the depth and narrative power of fashion storytelling have been lost.
Where once a carefully curated editorial told the story of a collection or a designer’s vision, today’s fashion marketing is fragmented, reduced to single images designed to spark a quick purchase. The clothes themselves have taken a backseat to the lifestyle they supposedly represent. As fashion becomes a prop in an influencer or celebrity’s (if you are a big brand with money) Instagram post, the artistry of the garments themselves is often overshadowed. Mind you, the influencer has another post of a pretty shalwar kameez from another brand lined up the next day.
The Price of it All
The constant drive to sell more at lower prices is not sustainable. Brands not only run the risk of becoming “deal busters,” conditioning consumers to believe their products are not worth full price but they also risk becoming “another brick in the wall”. Once that perception sets in, it’s incredibly hard to reverse. The real cost of perpetual discounts is the erosion of brand value, the flattening of creativity, and the homogenisation of products.
As the Pakistani fashion world moves forward, it’s essential for brands to ask themselves the hard questions: What makes us stand out? How can we offer products that are not only unique and of quality but also tell a compelling story? Without a clear answer, brands both big or small risk being caught in a downward spiral, losing not just their identity but their future viability in an ever-crowded market.
In a landscape dominated by sales and bland brands, the real challenge now is to break free from the hamster wheel and rediscover the creativity and quality that once made Pakistani fashion more than just a jora in a packet.
P.S. Having stampedes and overcrowded retail stores is nothing to be proud of. These scenes do not serve as indicators of a brand’s desirability. If you’re selling clothes at the price of a cup of coffee in a hyperinflation-stricken country, people will naturally flock to your stores. But as marketing practitioners, we need to do better—and think better. It’s time we elevate the conversation, moving beyond price wars to focus on genuine value, craftsmanship, and meaningful brand stories.
With an illustrious career spanning over four decades, Mike Da Silva’s enduring success is a testament to his exceptional talent and dedication. Born in Adelaide, South Australia, Mike’s ambitions transcended the limitations of his hometown’s advertising agencies, prompting a move to London. There, he began as a Credit Control Manager for Castrol, rapidly accelerating his trajectory to become Sales Promotion & Advertising Manager for an impressive 2,000 Burmah petrol stations. Mike’s innate gift for marketing soon propelled him to manage substantial budgets and orchestrate high-profile campaigns for iconic brands, including James Bond, Miss Universe, and Disney. His remarkable ascent underscores the undeniable fact that talent and passion will always shine through, cementing Mike Da Silva’s reputation as a marketing powerhouse.
Upon returning to Australia, Mike Da Silva’s resolve to pursue Marketing Communications as his lifelong career was unwavering. This clarity of purpose has guided him ever since. Through his distinguished journey, Mike has collaborated with an array of esteemed brands. Notably, he reflects, “Qantas Airways remains my longest-standing client, with our partnership thriving for an impressive 40 years and counting.” This enduring relationship is a testament to Mike’s unwavering dedication. By transforming his passion into a pioneering enterprise, Mike emerged as the visionary CEO of MDSA Marketing Communications, his Sydney-based powerhouse that revolutionised the marketing landscape. The launch of the Dragons of Asia Awards in the year 2000 marked a pivotal milestone, recognising groundbreaking campaigns across the Asia-Pacific region. Today, the Dragons of Asia stand as a benchmark of excellence, celebrating innovative marketing strategies that leave an indelible mark on the industry.
Dubbed a “history-maker” in a seminal book chronicling the UK marketing industry’s evolution, Mike Da Silva’s impact has been nothing short of astronomical. As a trailblazer, he has steered iconic Australian brands like Qantas, Tourism Australia and Australian Merino Wool to success. A Founding Member of the Australian Promotion Marketing Association, Mike received the prestigious Life Achievement Award, a testament to his enduring legacy, followed by a Worldwide Marketing Hall of Fame award in Rio de Janeiro.
For 19 years, Mike chaired the Marketing Agencies Association GLOBES as Director, orchestrating and leading global judging worldwide (MAA) panels across continents, from the USA and UK to Russia, Canada, Australia, New Zealand, Brazil, and Argentina. During his tenure, he noticed a glaring gap in Asian representation, with sparse submissions, mostly from India, often hindered by inadequate development and presentation.
As Mike traversed Asia, sharing his expertise through public speaking engagements for MAA Worldwide and conducting Promotion Marketing Master-Classes for industry professionals, he witnessed firsthand the region’s exceptional marketing talent. Inspired, Mike launched an award programme to celebrate the ‘Dragons of Business’. In 2000, the (PMAA) Promotion Marketing Awards of Asia debuted, later evolving into the esteemed
Dragons of Asia.
From humble beginnings, the Dragons of Asia swiftly gained continental recognition. Notably, the Best Campaign in Asia claimed the coveted Red GLOBE for Best Campaign in the World four times within the first six years. Today, the Dragons of Asia honour outstanding marketing achievements in 23 countries, cementing their status as the
region’s premier result-focussed Awards Programme.
The Dragons of Pakistan came into being because of AdStreet’s expertise in event management and marketing. Syed Saad Hashmi, founder and CEO of AdStreet played a crucial role in bringing this groundbreaking event to life in Pakistan.
Mike’s tireless efforts have fostered groundbreaking partnerships with agencies and brand owners in all countries across Asia, encouraging their involvement with the Dragons.
Mike Da Silva’s remarkable career serves as a shining example of passion, hard work, and gratitude. Through selfless contributions, Mike has elevated the industry, introducing innovative ideas, guiding companies toward growth, and recognising outstanding achievements. His legacy extends far beyond his own success, inspiring a global community of marketers and leaving a monumental mark on the industry.
