Principles of Marketing (96883)

Term Project Report

J. Junaid Jamshed
Haris Kalim-27839 | Muhammad Umair-29341| Muhammad Faraz Ansari- 29201 |
Zain Siddiqui- 27997
 Table of Contents
● General Information about the Brand
1)Dive into J. ________________________________________________________2
2)Story behind J. _______________________________________________2
3)Product line and Promotional activities ____________________________ 3
4)UVP _______________________________________________________ 4
● Market Overview for Pakistan ______________________________________ 6
1) Competitors___________________________________________________6
2) Competitive Advantage__________________________________________6
3) Sustainability and Ethical
Values________________________________________________________7
4) Market Insights and
Innovation____________________________________________________7
5) Conclusion____________________________________________________8
● Industry Analysis ___________________________________________________ 8
❖ Overview___________________________________________________________9
➢ Microeconomic Factors
1) Competition_____________________________________________9
2) Customer Preferences_____________________________________9
➢ Macroeconomic Factors _________________________________________ 10
1) Inflation _______________________________________________11
2) Technological
Advancements___________________________________________12
3) Trade Policy_____________________________________________13
4) Sustainability and Ethical
Values__________________________________________________13
● Brand and Market Dynamics
➢ Channel Structures _____________________________________________13
1) Retail stores _____________________________________________13
2) E-commerce platforms _____________________________________13
3) International Retail Outlets and Exhibitions _____________________14
➢ Promotional Mix _________________________________________________15
1) Advertising _______________________________________________15
2) Sales Promotion ___________________________________________15
3) Public Relations ___________________________________________16
4) Digital and Social Media marketing ____________________________16
● Consumer Survey Analysis ___________________________________________17
➢ Regression Data Analysis __________________________________________18
➢ Correlation Data Analysis __________________________________________19
● Summary and Conclusion _____________________________________________20
❖ Reference List________________________________________________________21

1
 General Information about J.
Brand Name: J. (Junaid Jamshed)
Contact: Uzair Waseem(Digital Marketing Manager), Muhammad Zia-Ur-Rahman(Deputy
manager)

● Dive into J. Apparel

Founded in 2002, J. (Junaid Jamshed) is one of Pakistan’s most recognized fashion

brands, known for blending traditional eastern wear with modern style. What started as a

men’s clothing brand has expanded into a full range of apparel for men, women, and

children, offering everything from Shalwar Kameez and Kurtas to formal wear with over

100 outlets nationwide and has opened about 20 global outlets UK, Australia, Canada,

etc1.

● Story Behind J.

J. (Junaid Jamshed) is a fast-fashion Pakistani clothing brand that revitalizes traditional

South Asian attire to meet modern trends. It all started with an outlet at Tariq Road in

2002. At that time, Tariq Road was, and still is, a shopping hub for those who seek to buy

the latest in fashion. Initially, only men's wear was available at the store, but later on

clothing for women, children, teens, as well as formal wear including groom's wear was

also added to the product list as expansion continued. In 2011, the brand took another

bold initiative and gave a new look to all their outlets as part of their ‘New Outlook, New

1
“J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.). Www.junaidjamshed.com.
https://www.junaidjamshed.com/aboutus

2
 Outlet' strategy. This broke the monotonous theme of their outlets by making them more

modern and different from others2.

● Product line and Promotional Activities

J. offers various product categories involving men, women and children collections as

well. Product lines for Women include Stitched, Un-stitched, Formal, Naerung (

Handwoven) that is further segmented into 1 piece, 2 piece, and 3 piece suits consisting

of high quality fabrics such as Lawn, Jacquard , etc. Whereas for Men include Kurta

Trouser, Kameez Shalwar, Kurta, etc3.

While J. employs several

marketing tools, it focuses

more on advertising

(mainly online), personal

selling and sales

promotions that target

customers looking for

traditional eastern designs on a minimalistic budget.

2
J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.). Www.junaidjamshed.com.

https://www.junaidjamshed.com/about-us-1
3
J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.). Www.junaidjamshed.com.
https://www.junaidjamshed.com/aboutus

3
 Junaid Jamshed advertises its apparel heavily through online sources such as Facebook,

Instagram, and Google ads. These adverts include short videos, reels, photoshoots

displaying their product. These adverts often include Pakistani-oriented and family based

themes catering to their target audience.. This is also followed by collaborations with

influencers and online giveaways to increase engagement and current reach.

Moreover, J. relies on sales promotion as a way to attract customers and increase sales as

they offer seasonal discounts along with online sale promotion to promote online orders.

They have also been one of the first to introduce loyalty cards for their prominent and

lasting customers that offer discounts on various items.4

Junaid Jamshed focuses on personal selling as well through various platforms such as

local and international fashion exhibitions looking to attract new target customers in the

domestic as well as international market.

● UVP

We chose this brand for its adaptability to fast fashion and ability to target a very niche

segment in the market that consists of customers belonging to a middle class who are

conservative and fashion-minded as well. This involves their unique yet innovative

marketing strategy to make use of mannequins to display their products. 5

4
J. project (1).pptx. (2024). SlideShare; Slideshare.

https://www.slideshare.net/slideshow/j-project-1pptx/265324828
5
Mahmood, F. (2015, October 16). Three branding lessons to learn from J. Junaid Jamshed. Aurora
Magazine. https://aurora.dawn.com/news/1141252

4
 Moreover, since they have associated with the popular public and religious figure, Junaid

Jamshed, they have effectively used his beliefs and values to display their products.

However, overtime, the brand has moved away from such marketing strategies and

expanded into different product categories such as perfumes, abayas and accessories, yet

they remain true to their origins of preserving cultural and traditional designs with a

touch of modern style.

J. has very effectively managed to shape their brand in order to stay competitive along

with sustainable practices and constant research into new and creative designs to help

them maintain their status as market leader.6

6
J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.). Www.junaidjamshed.com.
https://www.junaidjamshed.com/about-us-1

5
 ● Market Overview for Pakistan
1. Competitors: Khaadi, Gul Ahmed, Alkaram, Edenrobe, Ethnic

J., the top apparel brand in Pakistan, stands out from all of its competitors by providing

an eastern cultural appeal mixed with modern designs, which gives a huge boost to its

customer loyalty and customer lifetime value as compared to other competitor brands.

2. Competitive advantage

J. has a competitive advantage over several brands within the industry as it integrates

Islamic values into its brand identity. Such unique values appeal to religiously conscious

consumers, hence setting it apart from its competitors. Since J. as a brand has been

associated with the famous public figure, Junaid Jamshed , for his exemplary services and

acts, therefore, their customers have a deep emotional connection with its customers, as

the brand reflects Junaid Jumshed's personality and legacy, which makes it a household

name. 7

Along with that Junaid Jamshed offers loyalty programs for its more loyal customers

signifying customer experiences and promoting customer value.

3. Sustainability and Ethical Values

In addition to the competitive advantage, J. also stands out by providing apparel that is

made from eco-friendly and biodegradable materials compared to its competitors, who

use synthetic alternatives. J. also employs local artisans for their embroidery and fabric

products, which increases the exports and provides growth to the economy. J. also runs

7
slideshare. (2018). SlideShare.net. Www.slideshare.net. https://www.slideshare.net/

6
 numerous social campaigns, which include providing clothing to underprivileged

communities, hence contributing to a more equitable society.8

4. Market Insights and Innovation

J. caters to a huge spectrum of customer preferences through its varied offerings by

introducing traditional handwoven materials that not only preserve traditional artistry and

practices but also target premium customers who value unique artisanal work. J. also

demonstrated adaptability by evolving according to the market and customers needs

while also maintaining its cultural and brand identity because during COVID

e-commerce had peaked forcing J.

to make the shift towards online

sales and promotion. J. stays

customer-focused and embraces

the changes, hence, J. continues to

grow its market share and brand

equity.

J.’s adaptability, innovation, and commitment to quality have strengthened its brand

equity. By blending tradition with modernity and catering to diverse customer needs, J.

continues to expand its market share. Its efforts to engage fresh graduates, explore new

niches, and honor craftsmanship, position it as a leader in both the local and international

fashion industries.

8
Textile | Board Of Investment. (n.d.). Invest.gov.pk. https://invest.gov.pk/textile

7
 5. Conclusion

Junaid Jamshed leverages its competitive advantage by blending cultural authenticity

with modern designs, ensuring diverse product offerings and premium quality. Its

commitment to sustainability and innovation is reflected in the adoption of eco-friendly

practices and recruitment of fresh graduates all while fostering creativity among

employees, J. builds a dynamic workforce that drives growth and productivity. These

efforts collectively enhance its brand value, solidifying J.’s position as a leader in modest

and cultural fashion ( refer to Figure 1)

● Industry Analysis
❖ Overview:

The textile industry in Pakistan has been a dominant force for a long time and continues

to do so, with 60% of Pakistan’s total exports constituting textile products9 and 3.4% of

Pakistan’s GDP comprises of textile products10. As a result, Pakistan is the 9th largest

producer of textile products in Asia11. Over the years, the brand awareness of customers

has increased substantially, and there is an increased demand for products of

well-recognized and established brands like J., Alkaram, Khaadi, Gul Ahmed, etc.

9
Textile Exports by Country 2023. (n.d.). Worldpopulationreview.com.
https://worldpopulationreview.com/country-rankings/textile-exports-by-country
10
Staff, P. (2021, November 16). Pakistan’s Textile Sector Contributes Only 3.4% to Total GDP: ADB Report.
ProPakistani.
https://propakistani.pk/2021/11/16/pakistans-textile-sector-contributes-only-3-4-to-total-gdp-adb-report/
11
Textile Exports by Country 2023. (n.d.). Worldpopulationreview.com.
https://worldpopulationreview.com/country-rankings/textile-exports-by-country

8
 ❖ Microeconomic Factors:

1. Competition

While J. is a well established brand thanks to its celebrity namesake (the late

Junaid Jamshed), it faces stiff competition from both new and old players in the

market. Older and experienced brands like Khaadi and Gul Ahmed continue to

keep J. on edge in terms of variety, pricing and quality. Emerging players like

Manto are targeting the same target group (women aged 20-45) with aggressive

pricing and marketing. This drives J. and the entire industry to constantly innovate

and attract customers through any means, as even the slightest hesitation on

capitalizing on an opportunity can become an advantage for the competition.

2. Customer Preferences

Fashion brands in Pakistan mostly have a target audience of women aged 20-45.

Moreover, with the rising inflation and premium pricing by brands, customers are

mostly on the hunt for cheaper products that don’t compromise on quality. For

most brands, this has proved most challenging, especially for well-established

brands like J., Khaadi, Gul Ahmed, etc. Emerging brands like Manto are enticing

customers with lower prices to build a loyal customer base. Additionally, the

variety of products and designs play a large part too, with most women preferring

the traditional South-east Asian clothing like shalwaar kameez etc. which

incorporate floral patterns and abstract designs12. Although any customer would

12
(2024, March 14). Top Fashion Trends in Pakistan 2024. Pakistan Fashion Updates.
https://pakistanfashionupdates.com/fashion-trends-in-pakistan-2024/

9
 prefer to have a high-quality product on their hands, the cost of the product is the

deciding factor for most, and many are compromising on the quality to buy a

cheaper product. This has not gone unnoticed among J. and its competitors and

there has been a marginal improvement in after-sales services as a result, due to

the many complaints received from customers after they have trialed such

products13. This compromise has also led to an increase in the number of sales

held per year, as these are incentives to draw potential customers. However, most

brands will agree that a large part of their revenue from sales is generated from

the discounts offered during the festive season, mainly during the Eid-ul-Fitr

season and the Eid-ul-Azha season14, when they debut new designs and offer

significant discounts.

❖ Macroeconomic Factors:

1. Inflation

Perhaps the biggest reason why Pakistan is at an economic standstill, although

things are looking up a bit with the recent boom in the stock market. However,

after the COVID-19 pandemic, the devastating 2022 floods and an extremely

unstable political environment riddled with riots and arrests, Pakistan has had a

really rough couple of years, especially for a developing country. While it is still

13
Fatima, M. (2024, October 8). Fashion Trends in Pakistan 2024: How Pakistan Fashion Industry is Shaping
Global Runways. Bloompakistan.
https://www.bloompakistan.com/fashion-trends-in-pakistan-2024-how-pakistan-fashion-industry-is-shaping-global-r
unways/
14
Malik, S. B. (2020, May 16). High street Eid collections in Pakistan exceed sales’ expectations online. Arab News
PK; Arabnews. https://www.arabnews.pk/node/1675616/pakistan

10
 in recovery, the inflation rates were at a record-high15, and have only started to

come down. Even then, they are still higher than average, and as such, brands like

J., Khaadi and Gul Ahmed are forced to raise their prices. This is a consequence

of the high inflation rates causing a higher cost of raw materials; mainly cotton.

Even before these misfortunes, cotton had a wildly fluctuating price16, hence the

differentiation of products in terms of quality. These increased prices have

prompted customers, even loyal ones, to seek out other brands offering good

quality at affordable prices like ‘Cross-Stitch’

2. Technological Advancements

AI (Artificial Intelligence) is slowly taking over every aspect of our lives and,

thanks to it, automation has improved by leaps and bounds. It is making major

waves and not all of them are good. Thanks to AI and the rapid digitization of

most processes, manufacturing and production has marginally improved, thanks

to the cost of failure being low, consequently increasing the profit margin. This

has prompted brands to charge higher prices to improve the already-optimized

profit margin. Moreover, with AI, new designs are easier to create and allow

brands to capture the attention of both young and old audiences, but primarily the

newer Gen-Z audiences. With the prospect of such a cost-effective technology

looming on the horizon, brands are considering using AI over manual human

labor, especially in the face of high inflation. An example of this is Generations,

15
(2024, September 6). Pakistan Inflation Rate. Tradingeconomics.com; TRADING ECONOMICS.
https://tradingeconomics.com/pakistan/inflation-cpi
16
Pakistan: Cotton and Products Update. (2020, December 7). USDA Foreign Agricultural Service.
https://fas.usda.gov/data/pakistan-cotton-and-products-update-11

11
 another prominent fashion brand in Pakistan, using AI models for their recent

summer collection17.

3. Trade Policy

Pakistan’s trade policies have a major impact on the textile industry, mainly for

major brands like J., Khaadi and Gul Ahmed. These brands have an international

presence and the constant devaluation of the Pakistani rupee against the U.S

Dollar is an alarming sign and makes foreign investors averse to such firms.

Moreover, the devaluation of the rupee denies the industry access to the latest

technology at affordable prices, leaving them outdated. While the Pakistani

government has historically provided subsidies to the textile industry for

exports18The unstable condition of Pakistan hinders sales substantially.

4. Sustainability and Environmental Factors

In the wake of global climate change, the effects of which Pakistan has had to

face first-hand in the form of the catastrophic 2022 floods, many brands are taking

steps to increase awareness about the importance of our environment and making

efforts to make it as sustainable as possible. Both J. and Khaadi have made

several efforts to minimize wastage in their production processes and using

eco-friendly materials. They have also taken steps to reduce plastic usage in stores

and production processes, instead utilizing more recyclable alternatives19.

17
Riaz, N. (2024, May 6). Can fashion retailers cut costs by relying on AI models? Profit by Pakistan Today.
https://profit.pakistantoday.com.pk/2024/05/06/can-fashion-retailers-cut-costs-by-relying-on-ai-models/
18
Farooq, M. B. (2023, October 5). Textile Subsidies Making Comeback - What Went Wrong The Last Time?
ProPakistani.
https://propakistani.pk/2023/10/05/textile-subsidies-making-comeback-what-went-wrong-the-last-time/
19
Haq, H. U. (2024, August 16). The Rise of Sustainable Fashion in Pakistan - La Artsy. La Artsy.
https://la-artsy.com/2024/08/16/the-rise-of-sustainable-fashion-in-pakistan/

12
 Brand and Market Dynamics
❖ Target Customers:

J. prides itself on being a premium apparel brand and aims to satisfy the needs of all

kinds of demographics. It targets infants, toddlers, kids, young women, particularly

Gen-Z and men, but makes sure to include all age groups in its product designs. In the

international market, J. mainly targets the South-East Asian migrants, such as Indians,

Bengalis and Pakistanis.

❖ Segmentation Strategies:

J. has classified the market into demographics; infants, toddlers, pre-teens, teenagers,

Gen-Z, mens and women categories.

❖ Value Proposition:

13
 J.’ value proposition lies in providing premium, superior quality and Shariah-compliant

apparel that provides the best mix of trending fashion designs and traditional outfits.

Moreover, the brand is a namesake of the (late) popular Islamic icon Junaid Jamshed, and

is a testament to his legacy.

❖ Pricing Strategy:

Due to the intense competition in the market, J. relies on competitor-based pricing, all

while maintaining its superior quality and brand image. It mainly caters to upper

middle-class to elite class consumers. Seasonal collections and sales like the annual Eid

sales also influence prices greatly.

❖ Channel structure of J. in Pakistan:

1. Retail Stores (Brick-and-Mortar)

J. has strategically located flagship

stores in major metropolitan areas

like Karachi, Lahore, Islamabad,

and Faisalabad. These serve as

high-traffic locations showcasing

the brand's full range of products.

whereas In smaller cities and towns,

J. operates franchise outlets to

extend its reach without directly managing operations. Many outlets are in high-end

malls, capitalizing on heavy foot traffic and the premium shopping experience.

14
 2. E-Commerce Platform:

J.'s website offers a user-friendly platform for shopping and provides free

shipping for orders above a certain amount and facilitates both local and

international delivery. Some discounts and promotions are often exclusive to

online shoppers, integrating with mobile apps for on-the-go shopping. Through its

e-platform, J. also provides various payment options, including Cash-on-Delivery

(CoD), credit/debit cards, and digital wallets.20

3. International Retail Outlets and Exhibitions

To serve the South-Asian diaspora and promote cultural wear abroad, J. has

opened outlets in countries like the UAE, the UK, and Canada. These stores adapt

inventory to suit the cultural preferences of the target market. J. also participates

in seasonal exhibitions, particularly during Eid and wedding seasons, creating

temporary sales channels in underserved regions.21

20
Khan, R. (2022). Case study: How Junaid Jamshed became a household name in Pakistan. Dawn
News. Retrieved from https://www.dawn.com
21
Hameed, S., & Habib, H. (2019). The impact of marketing on brand equity. Journal of Marketing and
Logistics, 2(1), 43-55.

15
 ❖ Promotional mix

1. Advertising:

J. employs both traditional and digital advertising

to reach its target audience.J. uses TV

commercials during peak viewership times,

especially before Eid or wedding seasons. The ads

often feature emotionally appealing narratives

emphasizing family, tradition, and culture. A good

example of this can be ads showcasing J. apparel

during family Eid gatherings. J. advertises in

leading newspapers and magazines, particularly

fashion and lifestyle editions. These ads

emphasize the brand's premium quality and traditional aesthetics. By placing

billboards in prime urban locations like Karachi, Lahore, and Islamabad

showcases J.'s latest collections. The visuals often feature high-profile models or

cultural themes. Digitally Google Ads and Facebook Ads target specific

demographics based on age, gender, and shopping behavior. Instagram ads

promote new collections with vibrant visuals and engaging reels as well.22

22
yaqoob, A. (2023). Junaid Jamshed: A legacy of fashion and spirituality. Pakistan Observer. Retrieved
from https://pakobserver.net

16
 2. Sales Promotion :

J. offers rewards to loyal customers via membership cards, allowing them to earn

points and redeem discounts on future purchases (Refer to Exhibit A) . Major

sales during Ramadan, Eid, and the wedding season are advertised heavily

through all channels. “Flat 50% Off” campaigns generate significant footfall and

online traffic. Offering free shipping on orders above a certain amount is also a

common tactic utilized by J. to increase sales as well as maintain customer loyalty

to their brand.

3. Public Relations (PR)

J. invests heavily in maintaining a positive brand image through PR efforts. J. is

involved in social causes, such as supporting underprivileged communities or

collaborating with charitable organizations, as well as certifying themselves as a

Shariah-compliant organization. Donating a portion of sales to welfare

organizations during Ramadan is one example of it. New product lines, store

openings, and collaborations are announced via press releases shared with media

outlets.23

4. Digital and Social Media Marketing:

J. shares commercials, campaign videos, and fashion show highlights on all media

platforms to maintain a digital archive of its branding efforts. Digital marketing is

a cornerstone of J.'s promotional strategy, particularly given its younger,

23
Khan, R. (2022). Case study: How Junaid Jamshed became a household name in Pakistan. Dawn
News. Retrieved from https://www.dawn.com

17
 tech-savvy audience. J. also leverages TikTok trends to showcase fun, creative

content, reaching a younger demographic. In addition to this J. Collaborates with

Pakistani celebrities, influencers, and fashion bloggers to promote collections.

(Refer to Appendix A)

❖ Consumer Survey Data Analysis

Our consumer survey offered valuable insights into how J. is perceived by its

target audience, shedding light on both its strengths and areas for growth. Brand

alignment, which measures how well J.’s messaging connects with its audience,

scored an average of 3.78/5. While this is a respectable score, it suggests an

opportunity for more relatable campaigns to strengthen emotional resonance with

consumers.

Product quality, a cornerstone of J.’s reputation, was rated highly, averaging

4.09/5, with over 60% of respondents awarding scores of 4 or above. This affirms

the brand’s commitment to delivering superior quality products. However, the

pricing strategy received a lower average rating of 3.65/5, with a notable portion

of respondents perceiving J.'s prices as premium, suggesting potential

misalignment with consumer value expectations. Therefore, since they offer

competitor-based prices, this may limit accessibility for certain segments and

hinder broader market penetration. (Refer to Exhibit A)

Customer service experiences, including after-sales service, garnered mixed

feedback, scoring 3.73/5. This reflects a potential area of dissatisfaction, with

18
respondents noting delays and inconsistencies as key issues. Addressing these

concerns could significantly enhance the customer journey, leading to improved

loyalty and retention rates. (Refer to Exhibit A)

Additionally, respondents were asked about ad memorability, where J. scored an

average of 3.58/5. While the ads are moderately engaging, many respondents

commented on their lack of uniqueness. The overreliance on traditional

design-focused themes without innovative storytelling appears to be a limiting

factor. This sentiment is reinforced by the frequency distribution, where a

significant cluster of ratings falls between 3 and 4, indicating lukewarm

engagement with J.'s advertising.

Lastly, the survey explored recommendation likelihood, with an average score of

3.82/5. While trust in the brand remains solid, the results suggest that many

consumers are passive advocates rather than active promoters. This aligns with

the general trend seen across other metrics, where J.’s strong reputation is

balanced by opportunities for more dynamic and memorable consumer

touchpoints.

● Regression Data Analysis

Regression analysis was conducted to examine the relationship between customer

perceptions and their likelihood of recommending J. The model reveals an

R-squared value of 63.4%, indicating that approximately two-thirds of the

variance in recommendation likelihood can be explained by the variables

analyzed—brand alignment, product quality, and after-sales service. However, the

19
adjusted R-squared of 20.8% suggests that external factors, possibly including

cultural relevance and long-term brand equity, account for much of the variance.

The p-value of 0.004 confirms the statistical significance of these results. Among

the predictors, product quality showed the strongest influence on recommendation

likelihood, underscoring its critical role in customer advocacy. While after-sales

service and brand alignment showed weaker relationships, their significance

points to the importance of ensuring a consistent customer experience and

stronger brand positioning. These findings emphasize the need for J. to invest in

aligning its brand with consumer values while maintaining its edge in product

quality.

● Correlation Data Analysis

The correlation analysis further underscores the relationships between key

variables. A moderate positive correlation (0.47) exists between brand alignment

and recommendation likelihood, suggesting that customers who feel a stronger

alignment with J.’s values are moderately more likely to recommend the brand.

Product quality exhibits the highest correlation (0.63) with recommendation

likelihood, reaffirming its pivotal role in driving customer advocacy. On the other

hand, after-sales service displays a weaker positive correlation (0.36) with

recommendation likelihood, implying that while it plays a role, it is not as

influential as other factors. These correlations highlight the interconnected nature

of customer perceptions and behaviors while providing actionable insights for

prioritizing strategic improvements.

20
● Summary and Conclusion

J. , since its creation has aimed to display Shariah compliant values that are seen in their

integrated marketing mix as well as promotional mix. The apparel division has been very

consistent with their message that is to deliver traditional designs with the ever-changing

modern trends, giving the conservative yet fashion-savvy audience a brand of their own.

Moreover, collaborations and sponsorships on several sporting events, exhibitions,

charitable organizations, helping flood affected populations, all of which contribute

towards the brand’s increased market share and helps them stay competitive in a very

21
saturated market that now offers local

competition as well. This project has taken all of

us on a journey that has left us surprised and in

awe of the Pakistani retail sector and the extent

to which J. contributes to it. Our journey also

led us to discover several hidden facts that were

revealed to us in the interview along with a

deeper insight into J. as a brand innovator, the

types of segmentation it carries out to satisfy

each customer globally. This has given us the

opportunity to implement our theoretical

learnings from this course onto a much practical use that was a rather difficult task to

carry out.

Reference List
22
● J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.).
Www.junaidjamshed.com. https://www.junaidjamshed.com/aboutus
● ‌J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.).
Www.junaidjamshed.com. https://www.junaidjamshed.com/about-us-1
● ‌J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.).
Www.junaidjamshed.com. https://www.junaidjamshed.com/about-us-1
● J. project (1).pptx. (2024). SlideShare; Slideshare
https://www.slideshare.net/slideshow/j-project-1pptx/265324828
● Mahmood, F. (2015, October 16). Three branding lessons to learn from J. Junaid Jamshed.
Aurora Magazine https://aurora.dawn.com/news/1141252
● J. Junaid Jamshed - Women | Men | Kids | Fragrances | Makeup. (n.d.)
https://www.junaidjamshed.com/about-us-1
● Textile Exports by Country 2023. (n.d.). Worldpopulationreview.com.
https://worldpopulationreview.com/country-rankings/textile-exports-by-country
● Staff, P. (2021, November 16). Pakistan’s Textile Sector Contributes Only 3.4% to Total
GDP: ADB Report. ProPakistani.
● Textile Exports by Country 2023. (n.d.). Worldpopulationreview.com.
https://worldpopulationreview.com/country-rankings/textile-exports-by-country
● (2024, March 14). Top Fashion Trends in Pakistan 2024. Pakistan Fashion Updates.
https://pakistanfashionupdates.com/fashion-trends-in-pakistan-2024/
● Fatima, M. (2024, October 8). Fashion Trends in Pakistan 2024: How Pakistan Fashion
Industry is Shaping Global Runways. Bloom Pakistan.
https://www.bloompakistan.com/fashion-trends-in-pakistan-2024-how-pakistan-fashion-i
ndustry-is-shaping-global-runways/
● Malik, S. B. (2020, May 16). High street Eid collections in Pakistan exceed sales’
expectations online. Arab News PK; Arabnews.
https://www.arabnews.pk/node/1675616/pakistan
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● Khan, R. (2022). Case study: How Junaid Jamshed became a household name in
Pakistan. Dawn News. Retrieved from https://www.dawn.com

Figure 2. Sales Performance of J. in the local market

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Figure 1. J.’s Brand Image Breakdown

Exhibit A

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 Appendix A
Interview with Digital Marketing Manager and Deputy Manager
Interviewee: Uzair Waseem (Digital Marketing Manager), Muhammad Zia-ur-Rehman
(Deputy Manager) and Arsalan Aamir

Interviewer: Haris Kaleem, Zain Siddiqui

Interviewee: Uzair Waseem, Muhammad Zia-Ur-Rehman, Arsalan Aamir
List of acronyms: HK = Haris Kalim, MZ = Muhammad Zia-Ur-Rahmaan, Z= Zain, UW = Uzair
Waseem, AA= Arslan Aamir

IN: Hello, we can start with a quick introduction.

UW: yeah sure. My name is Uzair Waseem and I look after the complete digital marketing
department of J., both national and international.
MZ: My name is Muhammad zia-ur-rehmaan. I am deputy manager I have been looking over
HK: So, we will be doing this interview to find out some insights for our university project. We
are from IBA, and the course is Principles of marketing.
HK: First we would like to know how J. segmentize its customers? Like demographics, age,
income etc.
UW: So basically, if you look at our categorization, we have teens, infants, kids, men and
women. We have divided it according to that. For example, infants have separate target
audiences and different demographics. If we take the example of teens, their lifestyle is different,
age is different, preferences are changed. For our teen category, we target the college/university
students.

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Z: Gen Z.
UW: Yeah, Gen Z. If I take the example of women, then the age gap has also increased. They are
more than 24 years old. The major categories are men and women. It's not that teens don't have
low sales, their chunk is less when compared with the men and women category. For example,
for men we have different varieties. We have stitched, unstitched. Then there is kurta shalwar,
kurta shalwar and waistcoat, waistcoat only etc.
MZ: While talking about the segmentation, if we talk about socio-economic class, J. falls in
category A or B+. So, we target our audience accordingly. If you look at our stores which are in
underprivileged areas, where no other brand is available, we consider ourselves as A or B+.
HK: So, for each category, does J. run separate campaigns or one large scale campaign for all the
audience?
UW: So, our overall idea for the campaign is the same. We have different colors for different
segments obviously. We have a big idea and then sub ideas for different categories. Our recent
campaign tails of winters, the main idea is the same, but we offer different sub ideas for each
category.
Z: What strategy does J. choose so that customers prefer J. over other competing brands?
UW: If you look at the brands in the market, J. is a pioneer to all. We also have the advantage of
having a high following which we use in these different segments of the market.
HK: In the modern digital world, how does J. maintain its customers' loyalty even with all the
new competitors coming into the market?
UW: If we talk about customer loyalty, brand building is really important. We have loyalty data,
which we use to run all the campaigns. It's different from the sales. We gave them an entirely
different category and during any campaign, we personally approached them. We notify them
about our campaigns and also share their special moments, for example birthdays. We also gave
them a separate loyalty card from which they received a special discount.
Z: What are the services that Provide after sales for customer satisfaction?
MZ: For customer satisfaction, we give them quick responses. For example, if a customer wants
to return or replace something, either bought from a store or online, we quickly replace that with
what the customer wants. We try to give them the best service quality. We also have in-house
services. We do not compromise over customer satisfaction at all.
UW: Basically, we have an entire CR department which is always there for customers. We
thoroughly check each individual's case and then facilitate every individual to the best of our
capabilities.
HK: It's easier to facilitate the customer in the store than online. How does J. facilitate customers
online?
MZ: We ask them for their digital receipt, the e-receipt. And then we tell them that they can go to
the outlet and change, replace it whatever they want they can do it.

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HK: How does J. position itself when talking about the ads where they have to use models and
what factors play in the most?
MZ: We don't face any trouble in delivering the message to our customer. The public now even
have a perception that if there is no music or girls' faces in it, then it must be J. Since 1980, we
have been doing the advertising without revealing the face. Even in our recent influencer
campaign, we still don't reveal the faces and there is no music policy, and we receive good
comments on it and this factor separates us from the rest of the market.
HK: Can you tell me about the pricing of J.?
MZ: We follow competitor-based pricing as we provide the best quality, best prints, best digital
prints as well. So overall, the price is competitor-based.
Z: How does J. approach their customer in a sessional campaign?
MZ: The most important thing which attracts the customer is the amount of discount that we are
giving, very honestly speaking. So, we make sure that we align the discount with our previous
discount and our future discounts as well. We also compare the current discount results with our
past discount results. We also prepare in advance. Our department has locked all the discounts,
their timing, locations, and all details are preplanned.
HK: There are a lot of local brands as well in the market, how does J. maintain itself in this
market?
MZ: We use research to understand the needs and wants of customers. We also look at the latest
trends that are shown in our sales, not only locally but also internationally as well. Our research
team is also working on the products which are not working on the market. Our research
companies not only collect data internally but also use external sources to collect data, which
gives us a better understanding of our customers.
HK: As you talk about external sources, you would know that there are a lot of local designers so
does J. incorporate these local designers?
MZ: The majority of our designers are from textile institutes. All of our designers are very
trained, we are also higher interns from different universities who will make different designs for
our clothes.
Z: Any sustainable or ethical practices that J. incorporates overall?
AA: There has been a lot of charity work and assistance given to people which we never talked
about, as J. does not believe in showing off their ethical contributions to the public. All I can say
is that it is just the tip of the iceberg.
HK: As J. recently moved globally with their fragrances, does J. do the same for apparels for
expansion?
AA: Our plan includes first targeting all majority Muslim areas and then we would be expanding
it even further.
Z: What strategies would you follow to cater to all these customers?

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AA: Our demand is very small in these markets. There are very few people buying Pakistani
products. We follow a very direct approach to these customers in contrast to running long
campaigns on the entire contrary.
Z: That is it, for the interview. If you have any questions from us, feel free to ask them.
UW, MZ: No question thanks.

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