iRepository (Institute of Business Administration)
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Performing Zaynab: Embodied Grief, Ritual Inheritance, and the Making of Shia Femininity in South Asia.
No full textThis thesis explores how the legacy of Zaynab bint Ali is embodied, performed, and preserved through the mourning rituals of South Asian Shia women. It examines how practices such as matam, majlis recitation, and spatial caretaking shape devotional subjectivity rooted in ishq, or devotional love. While Zaynab is often framed as a symbolic figure in textual and theological traditions, this study is concerned with how she is lived, how women come to inhabit her grief through repeated ritual gestures and intergenerational memory. The thesis draws on long-term immersion within women-led majalis in Mandi Bahuddin and Lahore, and includes semi-structured interviews with zakiras, nauha reciters, and majlis organizers, alongside field observations in both home-based and institutional mourning spaces. It uses Catherine Bell’s theory of ritual and frameworks from material religion (Marei and Shanneik 2024; Meyer 2019) to show how mourning is structured not only through the body, but through objects and space. Sacred items like chadors, alams, and tasbeehs are examined as emotionally-weighted instruments that preserve grief across generations. Across its chapters, the thesis argues that mourning is not only an expression of loss but a mode of devotional labor through which Shia femininity is formed, sustained, and transmitted
Enabling MSME Inclusion Through Islamic Finance: A Case Study of Meezan Bank’s Dukaandaar Platform
No full textThis Experiential Learning Project (ELP) was carried out in collaboration with Meezan Bank to analyze and support the development of its MSME-focused digital financing product, Meezan Dukaandaar. The main objective of our project was to evaluate how this platform can contribute towards enhancing financial inclusion in Pakistan, especially through Islamic finance tools like Tawarruq. The project also aimed to explore how anchor-led financing, a relatively new model in Pakistan, could be practically applied to small businesses that struggle with liquidity and access to formal banking. Our approach mainly involved in-depth research, document analysis, and sector-specific feasibility assessment. We focused on how the Dukaandaar platform operates in an anchorled financing setup, and how Islamic structures can be integrated in a way that keeps things Shariah-compliant yet still practical for real-world business use. Along with reviewing Meezan Bank’s internal models and market insights, we also assessed gaps in current MSME financing and how digitization and Islamic models like Tawarruq can bridge those. Our findings showed that while most small retailers and suppliers remain unbanked, there’s high readiness for digital financial tools if the offering is simple, halal, and well-supported. The Meezan Dukaandaar platform, by connecting retailers and suppliers on one digital ecosystem, has the potential to become a major enabler of financial access. We also found that using anchor institutions to drive onboarding and risk reduction works really well— especially when paired with Tawarruq structures, which allow liquidity without interest. Based on our analysis, we recommended that Meezan Bank focus more on sector-specific onboarding strategies, user-friendly digital onboarding, and continued Shariah oversight to maintain credibility. The product can also benefit from stronger partnerships with fintech players and integration with POS data for better credit profiling. If scaled responsibly, Meezan Dukaandaar can become one of the bank’s flagship offerings that not only aligns with Pakistan’s National Financial Inclusion Strategy (NFIS 2024–28), but also plays a real role in uplifting underserved MSMEs across the country
Revitalizing Sprite Regular in Karachi: Competitive Positioning and Distribution Strategy
No full textThis ELP was done through a collaboration with Coca-Cola içecek. At the early phase of the project the target was a marketing campaign that would drive the sales of Sprite regular in Karachi. However, very soon through research it was made clear that a full scale campaign would not be possible. Recognizing this limitation, with the company’s consultation this project was altered and refocused toward a new target, to improve the quality of the merchandisers who are the front line in retail interactions with retailers and customers. The modified goal involved coming up with a more scalable soft-skills training package to merchandisers in Coca-Cola based on their needs to increase their influence in the store, handle objections and engage with customers particularly with the advent of socio-political incidents like brand boycotts. The result was the Retail Impact Toolkit: Coca-Cola Merchandiser Development Program, a three-module program using three tools integrated with each other: a bilingual Soft Skills Handbook to merchandisers, The deliverables will include scenario based Training Deck to conduct participant workshops and roleplays, and an overall Training Report, describing the theoretical underpinning, program design and implementation plan. A qualitative and a human-wheeled design approach is taken, which is where stakeholder interviews, mutual workshops, and internal scenario testing transpired within the ELP. Being informed by communication and behavioral science, including the non-verbal communication model by Mehrabian and Problem Solution Benefit (PSB) and LEARN (Listen Empathize Act Resolve Next Steps) models, the toolkit focuses on the politeness and respect of the culture, body language, and sensitivity in selling. More than 15 specific situations of objections and interactions with customers were created to meet the real-life situations in the field. Some important conclusions were that the largest part of the retail resistance was never entirely transactional, being intensely emotional and cultural, post-boycott in particular. This highlighted one of the blind spots in the existing implementation strategy of Coca-Cola, i.e., it needs emotional intelligence and the ability to build relationships on the store level. Although merchandisers are usually prepared in operations compliance, they are rarely given the skills to manage human interactions, although these are some of the most important moments in 7 building perception, shelf space, and purchase behavior. The project shows that the frontline behavioral skills investment is likely to change merchandiser into brand ambassador who is able to make better relationships in the store, diminish conflict and enhance customer experience. It claims to expand the term to the term of retail execution, which is appreciated as much as empathy, communication, and local cultural aptitude, as it is with logistics. These recommendations offer pilot testing the toolkit in high-volume Karachi zones, the inclusion into onboarding programs, the implementation of continuous roleplay-based refresher training, and the digitalization of the toolkit to allow on-demand usage. Incorporating the people-first principles into the retail business model, Coca- Cola Pakistan will be able to create long-term relationships with their retailers as well as resilience in the field, transforming merchandisers into the most credible and culturally fluent representatives of Coca-Cola
Financial Model and Feasibility - Licorice
No full textThis Experiential Learning Project (ELP) was carried out in association with Ismail Industries Limited—Candyland Division—with the key aim of determining the financial viability of introducing a new licorice-flavored confectionery product in the Pakistani market. Our fundamental deliverables were a five-year detailed financial model, in-depth profit and loss projections, breakdown of monthly finance, indirect method cash flow statement, capital budgeting parameters (Net Present Value, Internal Rate of Return, and Payback Period), market and industry landscape report, and an interactive Power BI dashboard to graphically visualize important performance indicators and scenario results. These combined deliverables gave an end-to-end perspective of the commercial viability and investment opportunity of the product.
The research design used for this ELP was a data-driven, bottom-up financial modeling strategy complemented by primary and secondary market research. The methodology initiated with an exhaustive analysis of consumer trend behavior and competition offerings in the local confectionary arena. Against this, we arrived at our pricing strategy, estimated sales volumes, and built the cost structure—raw materials, labor, packaging, and fixed overheads. Market drivers like inflation, commodity prices, and competitive moves were incorporated in the assumptions. One crucial choice was the application of the indirect method in determining cash flows solely from P&L-derived figures since real-time working capital data were not available. While it simplified forecasting, it also created some limitations to assess liquidity timing.
Our major findings indicate that although the product is not profitable in Year 1, it becomes break-even by Year 3 and achieves a strong profit of more than PKR 35 million by Year 5. Contribution margin gets better consistently because of production efficiencies and a strategically graduated decrease in piece weight from 9.5g to 7.5g over a period of five years. This shrinkflation strategy is expected to boost margins without evoking consumer price sensitivity and is in line with wider industry trends in the face of inflation. The first-year monthly study also uncovered demand seasonality, with major volume spikes during Ramzan and summer vacations, pointing towards the necessity of demand-synchronized manufacturing and marketing initiatives.
Our capital budgeting findings favor investment, with a positive NPV, IRR greater than the firm\u27s WACC, and a prudent payback period. Yet we also recognized key risk drivers, including dependence upon fixed assets, volatility in raw materials costs, and diminishing
revenue within Year 5 as the result of market saturation or SKU cannibalization. The Power BI dashboard that we created as part of the deliverables allows for real-time sensitivity analysis on these risks, providing decision-makers with interactive tools to run scenarios and adjust.
In summary, the licorice product offers Candyland a financially sustainable and strategically appropriate opportunity. With efficient cost management of its initial-stage expenses, forward-looking procurement tactics, and adaptive operations planning, the product can be a long-term asset to Candyland\u27s portfolio. Our end-to-end model and supporting tools provide data-driven grounds for go-to-market decision-making and post-launch fiscal observatio
Sales Progression Framework
No full textJunaid Jamshed Private Limited (J.), a prominent Pakistani fashion retail brand with over 50 outlets and a workforce exceeding 6,000, engaged an Experiential Learning Project (ELP) team to address critical challenges in its retail sales staff development. The core problem identified was a notable absence of structured career progression and training for store employees, which resulted in inconsistent performance, high staff turnover, and unclear promotion criteria.
The student consulting team embarked on a comprehensive project to design a Sales Staff Progression and Training Framework, subsequently branded as the J.LEAD Retail Career Growth Program. This initiative aimed to establish transparent promotion pathways, enhance staff skills, and ultimately improve the customer experience across J.’s stores.
Over a six-month period, the team conducted extensive field research, including staff interviews, on-site store observations, and competitor benchmarking. Through a thorough Training Needs Analysis (TNA), based on both qualitative and quantitative data, they uncovered significant gaps such as limited product knowledge, inconsistent customer service, and a lack of formal coaching for frontline staff. Internal process reviews and consultations with head-office departments ensured the proposed framework aligned with the company’s operational realities.
Key deliverables included a clear progression framework outlining advancement criteria from Sales Associate to Branch Manager, ten customized training modules (ranging from retail fundamentals to leadership skills), and an objective performance evaluation system complete with Key Performance Indicators (KPIs) and standardized appraisal forms. Pilot implementations and feedback indicate that the J.LEAD program can substantially boost employee morale, skill sets, and readiness for promotion, thereby reducing turnover intention.
The project not only addresses specific challenges at J. but also aligns with broader goals of Decent Work and Economic Growth (SDG 8) by promoting fair, merit-based career advancement for retail professionals, setting an example for human capital development within Pakistan’s retail industry
Distribution Channel Analysis Country-wide
No full textThe following is an integrated review of Dipitt\u27s sales performance, distribution efficiency, and business strategy under IBA’s ELP program. Using 2023 data and the first half-year of 2024 data, the project made use of diagnostic analysis and forecasting for evidence-based decision support. The most important deliverables were an interactive sales dashboard, a cost and return diagnostic model, and a time series forecasting model that predicts monthly revenues through 2027. Python was used for data cleaning, transformation, and adjustment entry classification, while Power BI was employed to create dynamic visual dashboards. Meta’s Prophet model was also implemented for forecasting sales, enabling us to account for seasonality and growth trends. Logistics costs, which lacked product-level granularity, were mapped to SKUs via a quantity-weighted allocation using DC numbers.
The analysis revealed several critical insights. Adjustment entries, which were initially dominated by vague “Miscellaneous” categories, were successfully reclassified, showing a 44% drop in 2024, indicating improved internal controls. High return rates and reverse logistics costs were concentrated in low-volume Local Trade regions, while channels like E-Commerce and Food Solutions emerged as more cost-efficient. Seasonality also significantly affected sales, with noticeable dips post-Ramadan in April. The Prophet model projected that, if current trends continue, monthly revenues could exceed PKR 2.7 billion by 2027.
The study demonstrates how data-driven insights can guide investment decisions and improve resource allocation in Pakistan’s evolving FMCG landscape. By embedding analytics into Dipitt’s core operations, the project supports scalable, sustainable growth both domestically and in export markets
Optimizing the Made-To-Order (MTO) Service Model at Shaffer
No full textShaffer Textiles, a premium menswear brand operating under Grace Fabrics, has made significant strides in the local market but continues to face pressing operational challenges, particularly in its made-to-order (MTO) facility. This project focused on identifying the core reasons behind persistent delays and process inefficiencies, with the objective of proposing practical solutions that could enable Shaffer to revive and expand its MTO operations sustainably.
For this purpose, multiple visits were conducted to Shaffer’s manufacturing facility where the team closely observed the production floor, spoke at length with managers and staff, and studied the existing workflow and departmental interactions. It was noted early on that although the tailoring staff is highly skilled and experienced, fundamental gaps in communication, order management, and capacity planning have created a recurring backlog of orders and compromised quality checks.
Order bookings on paper, informal communication practices, and a central but cumbersome procurement system emerged as recurring pain points that slow down production and dispatch.
The analysis confirmed that overbooking beyond daily capacity is the root cause triggering other issues such as mismatched sizes, frequent returns, and frustrated staff. Improvements observed during later visits, such as shifting the production unit closer to the store and implementing performance evaluations, have helped reduce lead times from 21 days to about 10 days for Western wear. However, further steps are needed to build on this momentum.
Key recommendations include upgrading the ERP to a robust cloud-based system for live tracking, restructuring the MTO unit as an independent business unit with its own dedicated supply chain, and decentralizing routine decisions to empower on-ground managers. Additionally, tapping into Gen-Z trends through internship and ambassador programs, improving logistics with more delivery staff, and selecting high-footfall locations for future MTO outlets will help Shaffer regain customer confidence and meet demand effectively.
Overall, this project underscores that while Shaffer’s MTO model holds strong potential, aligning capacity with demand and bringing discipline into daily operations will be crucial for scaling up without repeating past missteps
Supply Planning Integration in Lipton’s Project Unite
No full textThe Lipton Teas & Infusions Pakistan thought of something transformational as an operation project, therefore, Project Unite was initiated as an in-house operation to bring in consolidation and internalization of tea production operations. This was the strategic shift undertaken by Lipton after the company split with Unilever to transfer the manufacturing capacity out of the third-party (3P) manufacturing facilities like AGA to its own manufacturing facility in Khanewal. The overall targets of this Experiential Learning Project (ELP) were: to implement a centralized Master Production Schedule (MPS) and Material Requirements Planning (MRP) system; to assure a comprehensive and accurate Master Data Management (MDM) with no errors through SAP Master Data Governance (MDG) module; to enable easy development of product packaging and branding conformity; to manage the readiness of suppliers and integration of stakeholders towards attaining a successful go-live of production. A cross-functional way of execution was chosen as the basis of the project methodology. Some of the main areas of operation that were a part of the project were Supply Planning, Network Planning, MDM, Research & Innovation (R&I) as well as Branding & Artwork. To accomplish this, the team used a built-in End-to-End (E2E) validation process that runs between material code development through to packaging deliveries and ramp-up of production to be ready and mitigate risks. Primary data was obtained based on internal documentation, stakeholder responses, system trackers and real-time participation in SAP and packaging processes. The project strictly followed ethical issues like confidentiality of stakeholders and proper logging of the system. Material findings indicate that relocation of the AGA location and the concurrent transition of more than 80 Stock Keeping Units (SKUs) to the Khanewal facility was executed within the required time. The team realized a 95% SKU readiness level, and compliance challenges were experienced during the start-up of production. MDG enrichment delays, approvals of suppliers, as well as finalization of artwork were properly addressed with the help of escalation dashboards and interdepartmental trackers. The buffers in the inventory enabled the team to keep the supply going and the innovation process in packaging led to the optimization of the SKU configuration on the new production line. The results of the project highlight the significance of practical synchronization, real-time data visibility, and electronic workflow integration in performing massive operational shifts. Besides, iv the ELP has a purposeful overlap with Sustainable Development Goal 9 (Industry, Innovation, and Infrastructure) as it helps to develop resilient infrastructure in the supply chains and package innovation. The project further falls within the IBA-SBS thought leadership domain of Investment Decision Making, and the way a disciplined operational investment decision making can contribute to long-term organizational control and cost effectiveness. Some of the recommendations coming out of this project are centralized planning dashboards should be institutionalized, standard workflows around MDGs and artwork should be codified, suppliers should be put under Service Level Agreements (SLAs), and a scalable playbook on knowledge sharing relating to future plant relocations should be developed. Overall, Project Unite can be regarded as an example of integrated supply chain change and a good source of learning (both academic and strategic planning in corporations)
Omore Market Research
No full textThis Experiential Learning Project (ELP) was undertaken in collaboration with FrieslandCampina Engro Pakistan, with the core objective of helping Omore, their flagship frozen dessert brand, strengthen its consumer relevance and retail footprint. The central aim was to explore consumer behavior and purchase triggers across different frozen dessert formats (SKUs) and optimize channel strategies to increase brand repurchase, visibility, and conversion.
The research adopted a mixed-methods approach, combining quantitative survey responses from 145 respondents, qualitative focus group discussions with final-year marketing students, and a retail audit across 25 GT and MT stores.
Key findings revealed that while Omore enjoys moderate awareness and affordability perceptions, it significantly lacks emotional resonance, signature brand assets, and consistent retail visibility. Consumers associated stronger emotional bonds with competitors like Walls (nostalgia, joy) and Sweet Cream (indulgence, novelty), while Omore was perceived as functional but forgettable. Texture dissatisfaction (e.g., soggy cones), weak recall, and lack of storytelling further weakened its consumer loyalty loop. In terms of retail, Omore suffered from limited freezer presence, SKU misalignment across channels, and inconsistent retailer relationships.
The ELP team proposes a strategic roadmap across three key verticals: Brand Communication: Introduce emotionally led campaigns like #OmoreMoments, develop signature rituals (e.g., “The Omore Swoop”) and build platform-native content for TikTok and Reels. Retail Strategy: Deploy branded freezers, execute a channel-fit SKU strategy, and roll out retailer loyalty programs, merchandising kits, and tactical campaigns (e.g., “Cool Break with Omore”). Portfolio & Innovation: Reformulate core SKUs, especially cones, launch indulgent premium cups for Q-commerce, and innovate with seasonal or limited-edition flavors.
This study underscores the urgent need for Omore to move from transactional positioning to becoming a top-of-mind emotional brand. With consistent retail execution, emotive storytelling, and SKU relevance, Omore has the potential to reclaim market ground, deepen consumer repurchase, and scale sustainably in the highly competitive frozen dessert landscap
The Bullseye Initiative – Cooler Sales Optimization and Student Sales Activation
No full textThis Experiential Learning Project (ELP) was undertaken in collaboration with Red Bull Pakistan to analyze the brand’s market performance and in-store presence across Karachi. The primary objectives were to assess consumer perception through student surveys, evaluate the condition and utilization of Red Bull-branded coolers in retail locations, and identify key barriers and opportunities for increasing sales and brand visibility at the point of sale.
Research design was two-pronged: quantitative student survey of IBA students and retail audit of 41 city stores stocking Red Bull-branded coolers. Student survey collected data from a representative sample of university students to measure awareness, consumption behavior, brand association, and potential reasons for brand disassociation. Retail audit monitored cooler condition, operational status, and sales in terms of cans weekly sold, giving on-ground insights into cooler performance and retail issues. Student survey results revealed strong Red Bull brand recall but limited frequency of use due to high price and low availability of cold cans. Health concerns and perceived lack of value were also cited by many students as negatives. The cooler audit, however, revealed serious operations and strategy problems. Nearly half of the outlets visited had broken or inoperative Red Bull coolers. Sales performance was directly related to the status and utilization of these coolers—those outlets with functioning and well-placed coolers had significantly higher weekly can sales. Three areas of concern were, however, found: shopkeepers\u27 ignorance regarding the energy efficiency of Red Bull coolers; competitive pressure from companies like Pepsi with cash incentives for prime fridge placement; and the misuse of Red Bull coolers as display units, steering customers to other branded fridges for purchase.
To counteract these issues, a number of suggestions were put forward. Firstly, special shopkeeper training campaigns can dispel the mystique surrounding Red Bull coolers\u27 energy efficiency. Secondly, reward-schemes can ensure improved placement and fridge use, countering the impact of competitors. Thirdly, frequent audits and assistance linked to performance can ensure compliance and cooler optimization