iRepository (Institute of Business Administration)
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Understanding Beauty Rituals, Consumer Journey and Decision Making of Gen Z Consumers
No full textThis Experiential Learning Project (ELP) focuses on understanding the beauty rituals, decision-making patterns, and lifestyle influences of Gen Z women in Karachi to help Maybelline New York better connect with this critical demographic. The objective was to identify Gen Z’s beauty needs and rituals and deeply analyze their decision-making journeys in order to bridge the gap between MNY and this diaspora by developing targeted marketing strategies that resonate with this influential demographic.
A mixed method research design was used in which both qualitative and quantitative analysis were conducted.
The findings revealed that makeup is no longer used for it functional purpose but rather holds a very strong emotional value amongst the Gen Z audience. It acts as a tool for enhancing their features and giving them a boost of confidence as well. Many Gen Z consumers use beauty rituals to feel more in control, especially during stressful or uncertain times. Peer influence was stronger than influencer content, with trust in friends’ recommendations often outweighing influencer recommendations. Social media plays a large role in product discovery but rarely drives long-term loyalty. Quality, performance, and ethical alignment (e.g., cruelty-free, political neutrality) were the most important loyalty factors.
From our detailed quantitative and qualitative analysis, three distinct Gen Z personas, i.e. Functional Minimalist, Empowered Expressivist, and Selective Realist were but each reflecting unique motivations, behaviors and desires. These personas helped us design a set of actionable tactical ideas for Maybelline including: a digital storytelling campaign tailored to each persona; a “Match My Mood” interactive quiz; university pop-up events; a mental health-focused podcast; and a café collaboration linking Maybelline shades to drink flavors.
The main recommendation for Maybelline New York was to discard the ideology of one size fits all and evolves from broad messaging to personalized and transparent marketing tactics that meet the varying needs of such vast demographic. Gen Z consumers seek brands that feel authentic, adaptable to their routines, and aligned with their beliefs. Maybelline must position itself not just as a beauty brand but as a lifestyle companion that understands the pace and pressures of Gen Z life and is willing to realign and adapt to their fluctuating inclinations and aspirations
AKUH\u27s Energy Efficiency Project-Solar Panels\u27 Installation
No full textThis ELP was conducted in conjunction with AKU’s Business Development Division with a central focus on enhancing energy efficiency and lessening the detrimental impact of rising electricity costs on the operational costs through strategic deployment of solar panels across AKU’s outreach locations across Pakistan. The overall objective was to evaluate the financial and technical feasibility of solar installation across the shortlisted 20-30 owned properties and further provide strategic recommendations based on our assessment. The broader aim was to contribute to AKU’s commitment to achieving Net Zero emissions by 2030.
Our project was divided into three main phases: a benchmarking study, a vendor analysis and a financial feasibility assessment. The benchmarking study entails interviews with representatives from three leadings organizations to gauge insights into solar installations across different sectors (education, energy and insurance) and provide a comparative study of the intricacies involved in the process. The vendor analysis entailed evaluating nine vendors using both primary (interviews) and secondary resources (internet-based literature) to evaluate vendor competencies based on a range of criteria that amongst others included technical expertise, sector experience, financial aspects and strategic fit with AKU’s circumstances. Finally, based on shortlisted locations a detailed financial feasibility report and corresponding financial models for each site were developed to assess the profitability of solar deployment using key performance metrics such as NPV, IRR and Payback Period.
Major findings show that solar deployment not only aligns with AKU’s sustainability goals but also results in significant cost savings (upto Rs.30-40 per unit) compared to current electricity pricing in Pakistan. The vendor analysis identified a range of high-fit vendors among which Reon and Greaves were identified as the most suitable alternative options to the existing vendor (Exide), and EBR was identified as having a moderate strategic fit but still a viable option due to its regional expertise. The benchmarking study highlighted that for AKU’s context a tailored approach is recommended and their current practices such as their prioritization of EPC models for near-term deployment as well as existing vendor relationships are sound. Other considerations could include exploring Power Purchase Agreements for long-term scalability, carbon credit programs and monitoring mechanisms to ensure operational resilience
People Value Proposition Research for A. F. Ferguson
No full textThis study analyses the People Value Proposition (PVP) of A.F. Ferguson & Co. to make the company more attractive to employees, both existing and future ones. A good PVP is necessary today to ensure organizations can attract, keep and inspire the best professionals. Two approaches are used in the study. Insights Gathered: Through surveys provided to current workers at A.F. Ferguson to explore what motivates them and what they consider to be the company’s weakest points. Objective Views: Acquired via online surveys from students, early-career workers and employees from other firms to understand how the market views and expects companies in the professional services sector. It was found that A.F. Ferguson’s existing PVP is recognized, provides educational opportunities and exposes employees to the industry. Still, differences were found in the areas of work-life balance, understanding career paths and views on the company’s common values. Some aspects of Ferguson’s PVP were found to be less attractive than those offered by competitor firms. Using the findings, the study recommends ways to address the gaps. They encompass introducing mentorship schemes, sharing more information about promotions and decisions, reforming work-life policies and making employees the focus of external communication. Aligning its PVP with what employees and new talent expect will confirm A.F. Ferguson as a leading company in consulting and audit
Strategizing TUC: Innovative Marketing for Consumer Engagement & Growth
No full textTUC Biscuit is one of Pakistan’s most iconic cracker brands, known for their salty taste, crunchy and crispy texture. However, evolving preferences in taste and competition, especially from more flavor intense snacks has led to a decline in TUC within the savory snack category. This Experiential Learning Project aims to aims to address the challenge of declining consumer preferences of TUC within the savory snack category and develop a strategic plan for revitalizing a heritage brand through introduction of new flavors to cater to a diverse audience. The flavors include 1- Sour Cream & Onion, 2-Cheese 3-BBQ in the sam, original TUC format. This project aims to not only expand the share of TUC within the cracker category, but also expand the cracker category itself by taking features consumers enjoy in savory snacks like greater flavor variety and stronger taste and incorporating them into a heritage brand like TUC.
To meet these objectives, a number of research methods were used. The primary research included surveys, multiple focus groups and taste testing activities to gauge consumer preferences and perception around TUC biscuits. Additionally, field visits were done across multiple channels such as general trade and modern trade to understand retail level performance, shelf placements and consumer preferences. Secondary research included prior research done on TUC biscuits and reports containing flavor snacking preferences.
The key findings of the research revealed a strong preference for chips as the go-to-snacking format with a strong preference for bold flavors. Research also revealed that despite high brand awareness, strong shelf visibility and high market share of 70% for TUC, (Kamran, 2019), the lack of flavor innovation and bland taste made in unappealing, especially to younger consumers. Primary research revealed that buyers would be more inclined to try TUC if it came in different flavors.
Based on the research and insights, this report proposes a multi-phase launch strategy for a campaign aimed to promote TUC’s 3 exciting new flavors. This launch strategy includes brand-centric online marketing, QR Code integration, gamification and trade strategies including bundling and in-store sampling. The recommendations provided in this report are aimed to generate trial and increase the share of the cracker category itself, while creating emotional resonance with a younger audience. The mix of consumer insights, product innovation and integrated marketing communications presented in this report will help bridge the gap in the savory snacks market and revitalize TUC from an old heritage brand to modern brand for aspirational consumers
Understanding Investor Profiles in Pakistan\u27s Equity Market: Barriers & Opportunities
No full textUndertaken in partnership with Akseer Research, this Experiential Learning Project addresses the critical issue of Pakistan’s low equity market penetration, which stands at just 0.14%—substantially lower than regional peers like India (20%) and Egypt (0.62%). Despite Pakistan’s well-developed capital market infrastructure, with over 523 listed companies and 200 brokerage firms, retail participation remains minimal. The objective of this study was to understand the barriers limiting equity penetration, profile both active and potential investors, and propose practical strategies to boost participation inclusively and sustainably.
The project adopted a mixed-methods approach, combining qualitative insights from seven interviews with quantitative data from 152 survey responses. The research explored investor demographics, financial literacy, behavioral biases, risk perceptions, and attitudes towards Shariah-compliant investing. Secondary research included comparative analysis of India and Egypt’s markets alongside industry reports and regulatory reviews.
Key findings revealed that while over 65% of non-investors have considered entering the market, they are held back by lack of knowledge (64.5%), trust issues, onboarding difficulties, and religious concerns (20.6% unsure of halal compliance). The majority of respondents were urban, young (78.3% aged 18–27), and digitally literate, highlighting opportunities for targeted educational and digital strategies. The report recommends embedding equity access into banking apps, promoting certified Shariah-compliant bundles, enhancing transparency, and expanding financial literacy initiatives. The study aligns with SDG 8, advocating for greater financial inclusion and capital formation. Through technology, education, and regulatory reform, Pakistan can unlock its retail investor potential and build a more inclusive market
Revamping the Digital Presence of KE’s Employer Brand
No full textThis Experiential Learning Project (ELP) was implemented with cooperation with K-Electric (KE) with the aim of transforming the employers branding strategy, as well as a digital experience talent engagement experience. The main outputs of the project were to (i) conduct an audit and re-design of the Our People section on KE website, (ii) enhance marketing and communication of its Emerging Talent Program (ETP) which is its flagship and (iii) build the proposal of a scalable social media strategy to meet the current trends in recruitment. The project complies with the Sustainable Development Goal 8 decently working and economic growth and can be categorized as a thought leadership project under the HR branding promotion vertical of Entrepreneurship and Innovation since the project is related to the digital transformation of HR branding.
It was based on a mixed-method research design. This consisted of stakeholder interviews, heuristic UX audits, and comparisons with the top employer brand, which were Unilever, P&G and Nestle. Evaluation was based on concretized models: Nielsen Usability Heuristics, AIDA Model, Employer Brand Equity Model, Candidate Journey Mapping and the PESO Content Model. Both qualitative content analysis and metrics of the engagement on the platform (LinkedIn, Instagram) were used.
The result revealed that there is a large discrepancy between the internal employee value proposition of KE and its external digital presence. The Our People web page did not provide emotional storytelling, cross-device friendliness, or an accessible design. It was hard to find ETP materials, and it was up to 4 clicks away homepage, there was no obvious application journey and storytelling on alumni. Social media updates were yearly and mostly corporate consisting of updates, devoid of engagement and naturalness needed by Gen Z applicants. Gaps in representation were also observed in terms of very little female representation at the top and no attention paid to persons with disabilities or ethnical diversity.
The major recommendations were to redesign the entire Our People with more dynamic production, video testimonials, and balanced imagery; the creation of a dedicated ETP microsite with the CTA to the application, the program structure, and the stories of alumni; and the development of the quarterly content calendar that can rely on the employee-generated content, the use of Reels, story-telling formatting of content on all platforms. It was also recommended to redesign the D&I strategy that is based on Representation Marketing and Social Identity Theory.
The adoption of such recommendations would help KE to improve its employer brand equity and further digital engagement plus attracting more numerous and diverse talents. I believe this project did not only tackle a real problem in a corporate environment but also gave our group an opportunity to experience to apply theory of Marketing and HR to practice- the company problem live, especially on the topic of digital branding, user experience design, and execution of an experiential level strategy
Digitization and Automation of Sustainability Data at Mondelez
No full textThis study shows what was accomplished in ELP #1028, an initiative with Mondelez International that aimed to make sustainability data more automated and digital to help them attain net-zero carbon emissions. Primary tasks during this project involved making a framework that allows for tracking of energy usage and emissions in Microsoft Power BI and for forecasting costs and emissions for the upcimg years. The baseline assessment from 2018 to 2024 looks at how much energy the company used, its fuel choice, and emission levels in the past, while the model from 2025 to 2030 uses changing assumptions to describe the company\u27s future performance. Alternative levers to sustainability were studied like replacing fuel with biomass, using solar energy, and reducing food waste. The team did a thorough analysis of costs, understand emissions per tonne, and the effects of inflation on sustainable investment. It is likely that, unless we act, emissions of carbon dioxide could be more than 32,000 tons by 2030. While following the proposed plan for infrastructure, emissions in energy use can drop by 35% before 2029, after all, fossil fuels like diesel and natural gas are banned. The dashboard enables us to check our COz performance for each month in line with our goals for both Confy and PB plants. The final part of this report offers specific advice on how to improve effectiveness in digitization, use more eco-friendly options, and report long-term sustainability in line with the company\u27s ESG, and global SDG promises
Islamic Banking Awareness Campaign for Millennials and Gen Z
No full textThe current Experiential Learning Project (ELP) is conducted to examine the banking behaviour, preferences, and expectations of two main generational groups in Pakistan, Gen Z and Millennials. The research will focus on assessing the interaction of these two different consumer groups with the banking services with special reference to digital banking, features of the products, brand association, and the perception towards the Meezan Bank. Through the use of the qualitative and quantitative research tools, including in-depth interviews and structured surveys, the project gathered feedback of 251 participants, most of whom belonged to Gen Z.
The results indicate that Millennials tend to have a utilitarian and organized attitude towards banking and use it as a useful part of their adult life. They are financially mature as they use digital wallets, mutual funds, and budgeting applications regularly, and require ethical, transparent, and Shariah compliant banking services. Gen Z, in its turn, perceives banking as an experimental and lifestyle-congruent field. They are less likely to have systematic financial education, are curious and prefer non-systematic platforms that are intuitive, mobile-first and provide instant gratification, minimalism, and digital convenience.
Although the two generations prefer hybrid banking systems and expect reliability and speed, the major differences are the depth of financial awareness (Millennials) and exploratory tendencies (Gen Z). The features of banking that would be most valued by the customers are smooth digital interactions, proactive customer support, effective communication, and appealing financial incentives. Nevertheless, the frequent complaints about downtimes of applications, unexpected fees, old-fashioned design of debit cards, and complicated onboarding procedures hamper customer satisfaction.
Meezan bank can be viewed as a safe yet conventional brand through empirical analysis. It is perceived by both Gen Z and Millennials as Islamic and formal. Although the religious positioning and familiar aesthetics (e.g. purple branding) make Meezan Bank highly recognizable, the brand is seen as requiring an update in terms of up-to-date, user-friendly services and marketing strategy.
In response to the changing customer needs, the ELP has come up with a new product idea, the GenFuture, a banking proposal, which has micro-investments, autosaving facilities, transaction streak incentives, and customized debit cards. The results of the survey prove a high interest in micro-investing options as more than 82 percent of participants said that they wanted to make small, regular investments in the stocks, mutual funds, and Islamic financial products. Likewise, the options such as autosaving, which is dependent upon transactional behaviour, and transaction-based rewards were also highly supported, which highlighted the interests of the users in getting value-added, gamified approaches to banking.
The project also assesses media consumption and preferences of content. Financial products are mostly discovered on platforms such as Instagram, YouTube, and Facebook, and the most appealing content to people is educational and visually appealing. Nonetheless, the low advertising recall levels indicate that banks require more creative and innovative, influencer-based, and emotionally appealing campaigns.
All in all, this ELP provides an in-depth understanding of digital expectations and behavioural trends of two of the largest demographic groups. It suggests practical steps that banks can take to close the generational gap, engage more customers, and offer new products that will help them stay competitive in a highly dynamic financial environment
Strategic solutions for retaining talent at organization- an exploratory study
No full textIn today\u27s competitive business environment, attracting and retaining talent is more crucial than ever (HBR,2023). As organizations strive for innovation, growth, and sustained success, the caliber of their workforce becomes a defining factor (Stephen, 2023). The present study has been conducted within an organization that operates as a vertically integrated textile manufacturing unit, founded in 1952. This family-owned business is renowned for producing high-quality fabrics and currently employs over 700 individuals. The primary reason for studying this organization is that according to its Human Resources Department, the organization is experiencing a higher-than-average turnover rate. Over the past 18 months, the company has reported that more than 20% of its new and established employees have resigned to join other organizations. The accounts department noted a turnover rate of 40% of turnover in the past 12 months, with over 50 employees leaving during this period. This turnover not only interrupts operations but also incurs costs related to recruitment, training, and lost productivity In the retail sector, employee turnover poses a significant challenge for management due to the sudden market demand. The organization employs around 140 employees to run its retail operations in the country, and it was reported that around 60 employees left in the past 6 months, particularly very near to the primary season of the year, which is the month of Ramadan. Not having experienced employees in customer-facing roles resulted in declining sales by more than 20% in the peak season of Ramadan. Additionally, newly recruited employees were not adequately trained, which resulted in poor customer service, hurting the company\u27s reputation. The HR department informed management that if this issue continues, the company will face tremendous problems regarding increased recruitment costs, as hiring and training new employees is expensive. The firm management is concerned about losing the knowledge and skills developed within the existing workforce over time. Hence, the management seeks a plan and strategy from the HR team to address these challenges and effectively solve the turnover. We plan to conduct a mixed-methods study in the current project to address the above issue faced by ABC (name disclosed for confidentiality purposes). First, we will undertake a qualitative study to explore the underlying reasons behind turnover intentions, which have been argued to lead to actual turnover. Next, we will conduct a survey-based study to examine which factors identified have a more substantial effect on their turnover intentions.
This study aims to provide ABC management with empirical evidence about the root causes of turnover. This will help the management design and implement feasible and effective targeted retention strategies
Pakistan-US trade and economic relations
No full textPakistan’s economic and trade relations with the US have historically shaped its industrial and institutional foundations, beginning with Liaquat Ali Khan’s 1950 visit that aligned Pakistan with the US-led bloc. Substantial aid between the 1950s–70s built institutions like IBA and PIDE, while Pakistan played a pivotal role in Cold War geopolitics. However, after 1971, ties weakened as Pakistan leaned toward China, culminating in the CPEC initiative, which brought $40 billion in Chinese investments but left unsustainable debt and overcapacity. Reliance on IMF loans grew, with most drawn after 2008. Looking ahead, the author stresses that Pakistan’s energy future—especially untapped oil and gas reserves in the Indus Basin—requires Western expertise and technology rather than Chinese loans. The US, with its oil majors and historical exploration successes in Pakistan, is positioned as a critical partner. The piece frames renewed US-Pakistan cooperation as a commercial, not ideological, opportunity to stabilize Pakistan’s economy and energy security