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The Future of Social Media in Automobile Sales Promotion

Aqeel Bashir
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The Future of Social Media in Automobile Sales Promotion

“From Digital Influence to Dealer Intelligence: How Social Media and Multi-Brand Showrooms Will Redefine Pakistan’s Automotive Retail Landscape.”

Dear Readers Pakistan’s automobile industry is entering one of the most transformative periods in its history. For decades, the market remained dominated by a handful of established Japanese manufacturers. Today, however, liberalized policies, increasing foreign investment, and the arrival of Chinese, Korean and European automobile brands have fundamentally changed the competitive landscape. Consumers now enjoy unprecedented choice across passenger cars, SUVs, electric vehicles (EVs), and hybrid models.

As competition intensifies, traditional dealership models that relied heavily on walk-in traffic, newspaper advertising and television campaigns are rapidly losing effectiveness. The modern automobile buyer begins the purchasing journey online—watching YouTube reviews, comparing prices on Facebook Marketplace, reading customer opinions on Instagram, and joining automobile communities before stepping into a showroom.

This digital evolution is making social media not merely a marketing platform but the primary driver of customer acquisition, brand perception and purchase decisions. Simultaneously, the increasing number of automotive entrants is creating an opportunity for a new dealership model in Pakistan: the multi-brand automobile showroom.

The future belongs to businesses that integrate digital engagement with customer-centric retail experiences while maximizing return on investment (ROI) and improving monthly profit and loss (P&L) performance.

Social Media: The New Automobile Salesperson

Today’s customers complete nearly 70–90% of their buying research before contacting a dealer. Instead of relying solely on sales representatives, they trust online reviews, influencers, owner experiences and digital content.

Social media has transformed automobile marketing from one-way advertising into continuous customer engagement.

Major platforms contribute differently:

  • Facebook generates qualified leads through targeted advertising.
  • Instagram builds aspirational branding using premium visuals.
  • YouTube educates buyers through detailed vehicle reviews and comparisons.
  • TikTok reaches younger audiences through engaging short videos.
  • LinkedIn promotes commercial vehicles and corporate fleet sales.

Instead of selling vehicles directly, these platforms build trust long before the customer visits a showroom.

Why Traditional Marketing Alone Is No Longer Enough

Conventional advertising remains important for brand visibility, but customer expectations have evolved dramatically.

Modern buyers expect:

  • 360-degree vehicle videos
  • Live showroom walkthroughs
  • Virtual consultations
  • Instant WhatsApp responses
  • Online financing information
  • Digital booking facilities

Dealers who fail to meet these expectations risk losing customers before the first showroom visit.

Artificial Intelligence Will Revolutionize Automotive Marketing

The next decade will witness artificial intelligence becoming central to dealership operations.

AI-powered systems will:

  • Recommend suitable vehicles based on customer lifestyle.
  • Predict purchasing behavior.
  • Schedule automated follow-ups.
  • Personalize advertisements.
  • Improve customer retention.
  • Reduce marketing waste.

Instead of spending heavily on mass advertising, dealerships will target individuals most likely to purchase, significantly improving marketing efficiency.

Influencer Marketing Will Continue to Grow

Automobile enthusiasts increasingly trust independent reviewers over traditional advertisements.

A detailed YouTube review often influences purchasing decisions more effectively than expensive television campaigns.

Future automobile brands in Pakistan will likely collaborate with:

  • Automotive journalists
  • Technology reviewers
  • Lifestyle influencers
  • Travel vloggers
  • Motorsport communities

Authentic experiences create stronger customer confidence than promotional messaging alone.

Customer Communities Will Drive Sales

The future of automobile marketing extends beyond selling vehicles.

Successful dealerships will build digital communities where customers exchange ownership experiences, maintenance tips and travel stories.

These communities generate:

  • Repeat purchases
  • Brand advocacy
  • Referral business
  • Lower customer acquisition costs

Satisfied owners become unpaid brand ambassadors.

Data Will Become the Most Valuable Asset

Every digital interaction creates useful customer information.

Dealerships can analyse:

  • Website visits
  • Video watch duration
  • Vehicle comparison trends
  • Test-drive requests
  • Finance enquiries
  • Service bookings

These insights allow businesses to forecast demand more accurately while optimizing inventory and marketing expenditure.

Pakistan’s Expanding Automotive Market

The Pakistani automobile industry is becoming increasingly diversified.

New entrants include:

  • Chinese manufacturers
  • Electric vehicle companies
  • Hybrid specialists
  • Premium European brands
  • Emerging SUV manufacturers

Greater competition benefits consumers but creates new challenges for dealerships.

Operating exclusive single-brand dealerships requires substantial investment in infrastructure, inventory and branding.

As more manufacturers enter the market, customer preferences become increasingly fragmented.

The Rise of Multi-Brand Showrooms

Globally, multi-brand dealerships have demonstrated significant commercial advantages.

Instead of representing a single manufacturer, they provide customers with multiple options under one roof.

Imagine a customer comparing:

  • Toyota Corolla
  • Hyundai Elantra
  • Changan Alsvin
  • MG5
  • BYD EV
  • Kia Sportage

within the same showroom.

This creates convenience while increasing conversion opportunities.

Benefits for Customers

Multi-brand dealerships simplify purchasing decisions by allowing customers to:

  • Compare prices instantly.
  • Evaluate financing options.
  • Test multiple vehicles.
  • Receive unbiased recommendations.
  • Save valuable time.

The dealership becomes a trusted mobility advisor rather than simply a vehicle seller.

Benefits for Dealers

From a business perspective, multi-brand operations provide substantial financial advantages.

These include:

Higher Inventory Turnover

Slow-moving inventory from one brand can be balanced by faster-selling vehicles from another.

Better Asset Utilization

Showroom infrastructure serves multiple revenue streams instead of one manufacturer.

Lower Marketing Costs

Digital campaigns attract customers interested in vehicle categories rather than individual brands.

Cross-Selling Opportunities

Customers visiting for one vehicle often purchase another better suited to their needs.

Greater Customer Retention

Service, insurance, financing and trade-in programs become independent profit centres.

Improving Monthly Profit & Loss Performance

Every dealership measures success through monthly profitability.

Multi-brand operations positively influence key financial indicators.

Revenue Growth

Income sources expand beyond vehicle sales.

Additional revenue includes:

  • Financing commissions
  • Insurance partnerships
  • Accessories
  • Service contracts
  • Extended warranties
  • Certified used vehicles

Expense Optimization

Instead of maintaining separate facilities for multiple brands, businesses share:

  • Marketing budgets
  • Sales staff
  • Administrative costs
  • Customer relationship systems
  • Digital infrastructure

Fixed costs are distributed across larger sales volumes.

Higher Return on Investment (ROI)

A higher showroom utilization rate improves ROI.

Marketing investments generate leads for multiple brands simultaneously.

Customer acquisition costs decline while conversion rates improve.

The same advertising budget delivers significantly greater returns.

Social Media + Multi-Brand Showrooms: A Powerful Combination

The greatest opportunity lies in combining digital engagement with diversified retail.

Imagine a Facebook campaign promoting:

“Compare Pakistan’s Top Five SUVs This Weekend Under One Roof.”

Rather than promoting a single manufacturer, the campaign attracts a much broader audience.

Similarly,

Instagram reels can showcase:

  • Best family cars
  • Fuel-efficient sedans
  • Entry-level SUVs
  • Premium executive vehicles
  • Electric mobility options

One campaign supports multiple revenue streams.

The Future Customer Journey

Tomorrow’s customer journey will look very different.

  1. Customer watches influencer reviews.
  2. Customer compares vehicles online.
  3. Customer books appointment via social media.
  4. AI recommends suitable models.
  5. Customer visits multi-brand showroom.
  6. Digital finance approval occurs instantly.
  7. Vehicle delivered within days.
  8. Customer shares experience online.

The purchasing cycle becomes faster, more informed and more profitable.

Challenges Ahead

Despite strong opportunities, several challenges remain.

These include:

  • Managing multiple brand relationships.
  • Inventory planning.
  • Sales staff training.
  • Digital capability development.
  • Customer experience consistency.

However, businesses investing early in technology and customer engagement will enjoy sustainable competitive advantages.

Strategic Recommendations for Pakistani Dealerships

To maximize future profitability, dealerships should consider the following roadmap:

  • Build a professional social media content strategy rather than relying solely on promotional posts.
  • Invest in customer relationship management (CRM) systems integrated with social media platforms.
  • Use video marketing to educate rather than simply advertise.
  • Develop AI-driven lead nurturing and follow-up processes.
  • Diversify revenue through financing, insurance, after-sales services and certified pre-owned vehicles.
  • Evaluate the feasibility of transitioning toward multi-brand retail formats where commercially viable.
  • Train sales teams to become mobility consultants instead of product-focused salespeople.
  • Measure digital performance using lead quality, conversion rate, customer acquisition cost and lifetime customer value.

Conclusion

Pakistan’s automobile industry is entering an era defined by digital transformation, customer empowerment and increased competition. Social media is no longer an optional marketing channel—it has become the primary gateway through which consumers discover, evaluate and ultimately purchase vehicles. At the same time, the arrival of multiple international automobile brands is reshaping dealership economics.

For forward-looking businesses, the convergence of data-driven social media marketing and strategically managed multi-brand showrooms offers a compelling path to sustainable growth. By expanding consumer choice, optimizing showroom utilization, diversifying revenue streams and reducing customer acquisition costs, multi-brand operations can strengthen both return on investment (ROI) and monthly profit-and-loss performance.

The dealerships that succeed in the coming decade will not simply sell automobiles. They will build digital relationships, create trusted mobility ecosystems and deliver personalized buying experiences that begin online and culminate in long-term customer loyalty. In this new competitive landscape, technology, transparency and customer convenience will become the true engines of profitability.

This exclusive article written by Aqeel Bashir and published in Automark’s August-2026 printed edition

Beyond Auto Parts: Why Alsons’ Bet on UAV Engines Matters

Muhammed Hanif Memon
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Beyond Auto Parts: Why Alsons’ Bet on UAV Engines Matters

There is an old saying in manufacturing: companies don’t change because they see the future; they change because the present stops working.

When AKAL – Advanced Kinetic Aerospace Labs, the latest division under The Alsons Group, unveiled its indigenous UAV propulsion system at Eurosatory in Paris this June, it would have been easy to dismiss it as another product launch. Defence exhibitions are full of ambitious announcements, polished prototypes and companies promising to reshape the future of warfare. Most disappear into obscurity; a few eventually find commercial success.

Trying to judge a new aerospace programme after its first public appearance would therefore be premature.

What deserves attention, however, is not simply the engine itself but what its development says about the direction in which at least one Pakistani manufacturer believes the country’s industrial future lies. For decades, Pakistan’s engineering sector has excelled at manufacturing. We have become adept at producing components to demanding specifications, investing in machinery, improving quality systems and earning the confidence of international customers. Yet, despite these achievements, relatively few companies have made the transition from manufacturing products conceived elsewhere to developing technologies of their own. That distinction is more important than it first appears, because the greatest value in modern manufacturing increasingly lies not in production capacity but in intellectual property, innovation, and product ownership.

The automotive industry provides a useful lens through which to understand this shift. Pakistan’s auto parts sector has spent decades building an impressive industrial base around the needs of vehicle assemblers. The expertise accumulated by local vendors is substantial, but it has also left many companies heavily exposed to the fortunes of a single market. Recent years have demonstrated just how fragile that dependence can be. Fluctuating exchange rates, restrictions on imports, changing government policies and declining consumer purchasing power have repeatedly slowed vehicle production, leaving suppliers with idle capacity despite having done little wrong themselves. The monthly figures published by the Pakistan Automotive Manufacturers Association (PAMA) tell the story clearly enough. Sales rise sharply during periods of stability and collapse just as quickly when the broader economy comes under pressure. For parts manufacturers, whose order books depend almost entirely on vehicle production, every economic shock reverberates throughout their business.

Diversification is often presented as the obvious solution, but the word is frequently misunderstood. Expanding into another market certainly reduces commercial risk, yet the more interesting question is how a company chooses to diversify. There is a fundamental difference between producing another catalogue item and entering an industry that demands entirely new ways of thinking. The companies that transform themselves are usually those that recognise

their accumulated expertise can solve problems far beyond the markets in which they originally operated.

Alsons Group has followed precisely that path. Although widely recognised as one of Pakistan’s largest and most established automotive vendors, the company has quietly spent years broadening its engineering activities into sectors that have little obvious connection to passenger vehicles.

Medical devices, lighting, power and energy systems all emerged from the same underlying belief that the engineering knowledge developed over decades could be applied to increasingly sophisticated industries. None of those businesses represented a departure from manufacturing; they represented an expansion of what manufacturing could mean.

The creation of AKAL marks another step in that evolution, but one that is considerably more ambitious than the diversification moves that preceded it. Aerospace propulsion sits among the most demanding disciplines in engineering. It is an industry where products cannot simply work most of the time; they must perform predictably, repeatedly and under conditions where even minor failures can have serious consequences. Developing a propulsion system therefore requires a very different mindset from manufacturing components to somebody else’s drawing. It demands years of experimentation, repeated testing, countless design revisions and the willingness to solve problems for which no established answer exists within the organisation.

What is particularly interesting about AKAL’s approach is that the programme extends beyond the engine itself.

Modern UAV propulsion is no longer defined solely by mechanical performance. The software that manages the engine, the electronics that control it and the systems that integrate it into the aircraft have become equally important. By choosing to develop these elements alongside the engine rather than relying entirely on imported control systems, the programme reflects an understanding that future competitiveness in aerospace will depend as much on systems integration as on mechanical design.

That philosophy was evident at Eurosatory. Rather than exhibiting individual components or positioning itself solely as a contract manufacturer, AKAL presented a complete propulsion solution developed within Pakistan. Whether the programme ultimately secures significant commercial orders is a question that only time can answer, but its appearance on one of the world’s largest defence stages carried symbolic importance. It suggested a degree of confidence that Pakistani engineering can aspire to create technology rather than simply manufacture it.

There is a tendency in Pakistan to judge industrial projects too quickly. We often expect immediate commercial success and dismiss long development cycles as evidence that something has gone wrong. Aerospace has never worked that way. Every serious propulsion programme, regardless of where it originates, spends years progressing through design iterations, endurance testing and refinement before reaching maturity. Even then, credibility is established gradually as customers accumulate operational experience. The value created during that process is not confined to the eventual product. Engineers learn to solve increasingly complex problems, organisations develop new methods of working and companies acquire technical confidence that influences every subsequent project they undertake.

That cumulative effect is precisely what separates countries with advanced manufacturing sectors from those that remain dependent on imported technology. Turkey’s defence industry did not become internationally competitive because it produced one successful drone or one successful engine. It evolved because successive projects steadily expanded the country’s engineering capability, allowing each generation of products to build upon the experience gained from the last. South Korea followed much the same trajectory, transforming itself over several decades from a manufacturing economy into one capable of producing advanced aircraft, ships, electronics and defence systems. The common thread was not a particular product but a willingness to invest in technologies whose returns would only become apparent many years later.

Pakistan’s industrial sector now faces much the same choice. Continuing to compete primarily on manufacturing cost offers diminishing returns in an increasingly competitive world. The companies most likely to thrive over the coming decades will be those that treat manufacturing not as the end of the value chain but as the foundation upon which design, engineering and innovation are built. That transition is neither quick nor inexpensive, but it is the route followed by virtually every country that has successfully moved into advanced manufacturing.

Viewed from that perspective, AKAL’s launch at Eurosatory represents something more significant than the introduction of a new UAV engine. It reflects a belief that Pakistani industry is capable of participating in technologies traditionally regarded as beyond its reach, provided companies are prepared to invest patiently in developing them. Whether that belief proves commercially successful will become clear over the years ahead. The more immediate significance lies in the fact that a company whose history was built largely in automotive manufacturing has chosen to measure its future against the standards of the aerospace industry. That is not simply diversification. It is a statement about where Pakistani engineering believes its future should be.

By: Mariyam Khan

Chery Surpasses 20 Million Global Vehicle Sales as Monthly Exports Exceed 200,000

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Chery Surpasses 20 Million Global Vehicle Sales as Monthly Exports Exceed 200,000

Master Auto Engineering (MAE), the official partner of Chery vehicles in Pakistan, celebrates another major global milestone for the Chery brand as Chery Group surpassed 20 million cumulative vehicle sales worldwide, while becoming the first Chinese automaker to export more than 200,000 vehicles in a single month. These achievements further reinforce Chery’s position among the world’s fastest-growing automotive manufacturers and reflect the brand’s continued global momentum.

In July 2026, Chery Group sold 276,820 vehicles, representing a 23.3% year-on-year increase. Monthly exports reached a record 202,533 vehicles, up 70.1% year-on-year, making Chery the first Chinese automotive manufacturer to surpass 200,000 vehicle exports in a single month. During the same period, Chery’s new energy vehicle (NEV) sales reached 129,067 units, marking a 97.5% year-on-year increase and setting another monthly record for the Group. From January to July 2026, cumulative vehicle sales reached 1.63 million units, while cumulative exports exceeded 1.14 million units, underscoring Chery’s sustained international growth.

Following Chery Holding Group’s successful inclusion in the Fortune Global 500 in recent years, Chery Automobile Co., Ltd. (9973.HK) has now made its own debut on the 2026 Fortune Global 500 as an independently listed company, entering the ranking at No. 383. Chery Automobile also ranked 30th globally in the Fortune Global 500 Return on Equity (ROE) Top 50 with an ROE of 36.5%, placing first among Chinese companies featured in the ranking.

Further reinforcing its growing global brand strength, Chery also ranked 11th overall and No. 1 in the automotive category in the 2026 Kantar BrandZ Chinese Global Brand Builders Top 50, marking its ninth consecutive appearance on the prestigious ranking

These global achievements further strengthen the foundation behind Chery in Pakistan, where Master Auto Engineering, a company of Master Group, is committed to bringing Chery’s internationally recognised products, advanced technologies and customer-centric philosophy to the local market. Backed by Master Group’s decades of industrial excellence and automotive manufacturing expertise, MAE continues to expand Chery’s footprint across Pakistan through local manufacturing, an expanding nationwide dealership and aftersales network, and a growing portfolio of intelligent and new-energy mobility solutions.

Commenting on the achievement, Samir Malik, CEO Master Auto Engineering, said:

“These remarkable global milestones demonstrate Chery’s consistent focus on innovation, quality and long-term sustainable growth. Surpassing 20 million global vehicle sales, achieving record-breaking exports and Chery Automobile’s inclusion in the Fortune Global 500 as a listed company reflect the strength and credibility of a brand that continues to earn the trust of customers worldwide. At Master Auto Engineering, we are proud to bring this global excellence to Pakistan through world-class products, local manufacturing capabilities and an unwavering commitment to delivering an exceptional ownership experience for Pakistani customers.”

Beyond automotive manufacturing, Chery continues to expand its global technology ecosystem, with cumulative deliveries of its AiMOGA humanoid robot surpassing 2,000 units across more than 60 countries and regions, reflecting the company’s continued investment in intelligent technologies.

As Chery continues to reach new milestones globally, Master Auto Engineering remains focused on translating that global strength into meaningful value for Pakistani families through continued investment in product innovation, local manufacturing, nationwide network expansion and sustainable mobility solutions. Together, Chery and Master Auto Engineering remain committed to shaping the future of mobility in Pakistan by delivering globally proven technologies backed by trusted local expertise.

#Chery #CheryMasterPakistan #MasterGroup #ForFamily #20MillionStrong #GlobalMilestone #FortuneGlobal500 #NewEnergyVehicles #Innovation #Pakistan #SalesRecord #NewTechnologyNewIntegrationNewMission #CSH #CHERYCSH #CHERYSUPERHYBRID #Automark

China’s BYD enters Japan’s mini-car market with low-cost EV

Muhammed Hanif Memon
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China’s BYD enters Japan’s mini-car market with low-cost EV

Chinese EV manufacturer aims to make splash with competitively priced model

China’s BYD  launched an electric mini-car in Japan on Tuesday, hoping the Racco model will ​revive sales in a market where it has struggled to gain traction since entering ‌the passenger-car segment in 2023.

The Shenzhen-based automaker said buyers could get the entry-level Racco for less than 2 million yen ($12,213) after taxes and government subsidies, a threshold some analysts have said will be key for attracting Japanese drivers.

The model’s ​suggested retail price starts at 1.95 million yen before taxes and subsidies, undercutting Nissan’s Sakura, ​Japan’s best-selling electric mini-car. But because the Racco is eligible for a smaller ⁠government incentive, the Sakura remains cheaper for buyers after subsidies are applied.

“Looking at the price, you can ​see how serious BYD is about taking on” the Japanese market, said Tang Jin, a senior researcher ​at Mizuho Bank.

BYD is targeting 10,000 orders for the Racco by the end of 2026. Jin said the company was under pressure to meet the target, and could resort to promotion campaigns or adding new features if demand disappointed.

CAPITALISING ​ON LAUNCH’S MOMENTUM

BYD Auto Japan President Atsuki Tofukuji said the goal of securing 10,000 orders by ​year-end was driven more by conviction than detailed market analysis, as the company seeks to build on the momentum of the ‌model’s launch.

“It’s ⁠really a matter of determination and gut feeling,” he told reporters at a roundtable, adding that annual sales at around that level should be sustainable from next year if dealerships can generate roughly one order per day on average.

The model offers up to 320 km (199 miles) of driving range and is the first ​electric mini-car to feature ​sliding rear doors, a ⁠popular feature among Japanese buyers.

Hiroki Ihara, an analyst at Tachibana Securities, said prior to the launch that BYD likely wanted to boost brand awareness by ​adding a ‘kei’ car to its lineup.

Kei cars translate as “light vehicle”, a segment that ​makes up ⁠about a third of Japan’s auto sales and has traditionally been served almost entirely by local automakers such as Honda and Suzuki.

At the end of 2025, BYD had sold just over 7,400 vehicles in Japan since ⁠its ​launch in early 2023.

The launch highlights the growing challenge Chinese ​automakers pose to Japanese rivals, which have been losing ground to BYD and other domestic EV makers in China, the world’s largest ​auto market.

($1 = 163.7500 yen)

Courtesy: Reuters

Chery Master stands by its customers, offering major relief from the revised Sales Tax across its PHEV lineup for a limited time. Save up to PKR 1.5 million

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Chery Master stands by its customers, offering major relief from the revised Sales Tax across its PHEV lineup for a limited time. Save up to PKR 1.5 million

Master Auto Engineering (MAE), a company of Master Group of Industries and the official manufacturer and distributor of Chery vehicles in Pakistan, has announced measures to relieve the impact of the recently revised Sales Tax (ST) for customers purchasing its locally assembled Chery Super Hybrid (CSH) lineup until 31 July 2026. The decision reflects MAE’s commitment to facilitating customers while supporting Pakistan’s transition towards New Energy Vehicles (NEVs).

The measure applies across MAE’s locally assembled Chery Super Hybrid Tiggo lineup, reaffirming MAE’s commitment to making intelligent new energy mobility more accessible for Pakistani families while accelerating the adoption of cleaner mobility solutions.

Powered by Chery Super Hybrid (CSH), recognised as the world’s best plug-in hybrid technology, Chery’s locally assembled plug-in hybrid lineup delivers Pakistan’s longest-range plug-in hybrid experience, offering up to 170 km of pure electric driving range and up to 1,400 km of combined driving range. By combining the benefits of electric mobility with the confidence and convenience of conventional driving, helping reduce fuel dependency, everyday running costs and range anxiety, Chery Super Hybrid offers a practical pathway towards cleaner mobility for Pakistani families, particularly as the country’s EV infrastructure continues to evolve.

Since introducing Chery in Pakistan, MAE has remained committed to strengthening the country’s automotive landscape through continued investment in local manufacturing, advanced production capabilities, employment generation and nationwide dealership network expansion. With its 60+ acre manufacturing facility, a nationwide network of 10 dealerships and plans to expand to 20 dealerships within the next six months, the company continues to contribute towards industrial development, technology transfer and long-term economic growth while expanding access to advanced mobility solutions.

Speaking on the occasion, Samir Malik, CEO of Master Auto Engineering, said:

“At MAE, our customers have always been at the heart of every decision we make. The measures introduced to ease the impact of the revised Sales Tax reflect our long-term commitment to making the world’s most advanced new energy vehicles more accessible while accelerating Pakistan’s transition towards New Energy Vehicles. Through Chery Super Hybrid, we will continue investing in local manufacturing, innovation and customer-focused initiatives that deliver greater value and sustainable mobility for Pakistani families.

With Pakistan’s largest and highest selling locally assembled plug-in hybrid SUV lineup, expanding local manufacturing capabilities and a rapidly growing nationwide dealership network, MAE remains committed to delivering globally advanced mobility solutions that create long-term value for Pakistani families while supporting the continued growth and transformation of Pakistan’s automotive industry.

BYD Pakistan Receives Its Largest-Ever Shipment of NEVs at Karachi Port for Customer Deliveries

Muhammed Hanif Memon
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Mega Motor Company (MMC), the official partner of BYD in Pakistan, announced the arrival of a Roll on/Roll off (RoRo) vessel carrying more than 2000 BYD New Energy Vehicles (NEVs) at the Karachi Port, marking one of the largest consignments of BYD vehicles to arrive in Pakistan to date.

This shipment comes at a time when Pakistan’s transition towards NEVs continues to gather pace as consumers increasingly recognize the economic, environmental and technological advantages of electric mobility. This growing demand is thus reflected in the increasing scale of vehicle shipments into the country, reinforcing BYD’s commitment to making NEVs more accessible, supporting the broader shift towards a cleaner and more sustainable transportation future.

Speaking on the occasion, Danish Khaliq, Vice President – Sales & Strategy, BYD Pakistan – MMC, said: “This milestone reflects the growing confidence of Pakistani consumers in NEVs and the increasing momentum of Pakistan’s transition towards sustainable mobility. Amid evolving global supply chain challenges and unprecedented demand for BYD vehicles worldwide, we worked closely with our partner to strengthen supply planning and logistics. This shipment marks an important step in enhancing vehicle availability and reinforces our commitment to ensuring customers receive their vehicles in a timely and reliable manner. As demand continues to grow, we remain focused on delivering an exceptional ownership experience through world-class products, dependable after sales support, and an expanding charging network that gives customers the confidence to embrace electric mobility across Pakistan.”

Lei Jian, Country Head, BYD Pakistan, further added: “BYD’s journey to becoming the world’s No. 1 NEV brand has been driven by a commitment to continuous innovation, quality and sustainable mobility. Pakistan is an important market in BYD’s global growth journey, and we remain committed to supporting its transition towards cleaner transportation by introducing world-class NEVs and strengthening our presence in the country. We thank our customers for the trust and confidence they’ve placed in our products, and we look forward to supporting the next phase of electric mobility in Pakistan.”

The arrival of the shipment via a Roll-on/Roll-off (RoRo) vessel further reinforces the scale and efficiency of modern automotive logistics. Purpose-built to transport vehicles safely and efficiently, RoRo vessels facilitate the movement of larger consignments, contributing to improved supply chain resilience and enhanced vehicle availability.

Honda HR-V Joins Rs1 Crore Club After Latest Tax Changes

Muhammed Hanif Memon
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Honda HR-V Joins Rs1 Crore Club After Latest Tax Changes

Honda Atlas is among the latest automakers to revise prices, raising HR-V e:HEV from Rs89Lac to Rs1.03 Crore, an increase of Rs13Lac. The revised price came into effect on July 1, 2026, making the HR-V e:HEV one of Pakistan’s newest SUVs to cross the Rs. 1 crore threshold.

Earlier this week, Toyota updated prices for its hybrid lineup. The Corolla Cross HEV X now costs Rs. 10,299,000, up from Rs. 8,935,000, while the Corolla Cross HEV has climbed to Rs. 9,849,000 from Rs. 8,535,000. Petrol-powered Corolla Cross variants remain unaffected.

The end of tax incentive sent ripples across automotive industry. Several manufacturers have reportedly suspended invoicing and deliveries of hybrid vehicles while awaiting official clarification on the applicable GST. The reduced tax rate was introduced under the previous five-year automotive policy to encourage the adoption of cleaner and more fuel-efficient vehicles.

The latest revisions underline the immediate impact of the government’s tax policy, with buyers now facing additional costs ranging from just over Rs. 1 million to more than Rs. 2.5 million on hybrid vehicles.

Green Revolution is EV Revolution Coming by 2 Wheelers

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Green Revolution is EV Revolution Coming by 2 Wheelers

Learning from the Past – Earning from the Present – Growing from the Future

Episode: 14

Summary of the previous Articles

Greetings to the readers of Auto Mark. In the last 13 episodes, we have written in great detail on electric vehicles and informed people about the emergence and current situation of electric vehicles in Pakistan, in which the basic details of electric vehicles, hybrid vehicles and PHVs, as well as the REEV (range extended electric vehicle), were also discussed in detail.

Reason of present Article

Now we have realized that the demand for EV scooters, sooters and 3 wheeler rikshaws are increasing in Pakistan. There are many business opportunities in this evolutionary EV Automotive sector and necessary to study it in detail.

Therefore, in the coming episodes, we will try to guide people about two-wheelers and three-wheelers electric vehicles in Pakistan.

In addition to the current situation in Pakistan, we will also inform about the future of electric motorcycles and the models currently available in the market and discuss the opportunities for EV 2 & 3 wheelers business in near future and the gaps in the market related to them so that businessmen and buyers can decide to do business or buy an electric two-wheeler with full confidence.

EV Revolution by 2 Wheelers in Pakistan

The green mobility revolution is indeed being spearheaded by two-wheelers. Electric bikes (EVs) are growing exponentially as surging petrol costs make fossil-fuel rides unaffordable. Two-wheeler EVs are leading the charge by offering significantly lower operating costs and zero emissions compared to traditional motorcycles.

Electric two-wheelers are changing the landscape of urban commuting with several distinct advantages:

  • Massive Cost Savings: An electric bike or scooter costs a fraction of a petrol-powered motorcycle to run. Charging a two-wheeler overnight can cost up to 10 times less than filling a tank, potentially saving riders thousands of rupees monthly.
  • Accessibility and Inclusion: E-bikes are proving to be lightweight, quiet, and user-friendly. They provide a much-needed, affordable mobility alternative for students, working professionals, and female commuters across cities like Lahore and Karachi.
  • Innovative Technology & Infrastructure: Leading brands have expanded in Pakistan, introducing long-term battery warranties. Startups such as Zyp Technologies are actively building out charging and swapping networks, making EVs more convenient for long-distance commutes.
  • Government & Private Sector Support: Green mobility projects—including massive rental service initiatives like the e-bike fleets in Punjab—are rolling out to reduce urban smog and traffic congestion.
  • By providing a cheaper and cleaner ride: The two-wheeler EV market is the practical, everyday face of the green revolution.

EV revolution in Pakistan is entirely being driven by 2-wheelers. With over 30 million motorcycles on the road, this shift provides an affordable solution to inflation and high petrol prices. Sales have surged recently, shifting from a niche trend into practical, daily-commuter reality.

Current Market Status

  • Explosive Sales: Driven by surging petrol prices nearing Rs. 400 per liter, sales for electric bikes and scooters have skyrocketed, making up over 10% of monthly vehicle registrations.
  • Localization & Brands: The market is heavily supported by Chinese technology and Completely Knocked Down (CKD) kit imports. Popular local assemblers and brands dominate major cities like Karachi, Lahore, and Islamabad.
  • Manufacturing: The Engineering Development Board (EDB) has issued over 60 manufacturing licenses to local assemblers to encourage domestic EV production.

Government Subsidies & Schemes (PAVE Program)

The Pakistani government, under the New Energy Vehicle (NEV) Policy 2025–2030, has allocated Rs. 9 billion to drive the transition. The PAVE Program provides concrete financial incentives to make EVs affordable.

  • Electric 2-Wheelers: Buyers receive up to a Rs. 80,000 subsidy and zero-interest financing (up to Rs. 200,000) payable over 2 years.
  • Electric 3-Wheelers (Rickshaws/Loaders): Buyers get up to a Rs. 400,000 subsidy and financing up to Rs. 1,100,000 with a maximum loan tenor of 3 years.
  • Special Quotas: 25% of all subsidized vehicles are reserved for female riders and students.

Real-World Benefits vs. Challenges

  • Economic Savings: Commuting on an electric two-wheeler is roughly 5 to 10 times cheaper than riding a petrol bike, saving riders thousands of rupees monthly. Excise departments also offer significant perks, such as \(95\%\) exemptions on registration fees and motor vehicle taxes in provinces like Punjab.
  • Infrastructure Bottlenecks: Although public charging infrastructure is growing—with plans for 3,000 stations nationwide—the majority of charging and battery swapping is still done at home.
  • Supply & Demand: High demand has occasionally outpaced the local supply of imported CKD kits, leading to temporary waiting lists for top-tier scooter models.

Status of 2 Weeler EV in Pakistan

The Pakistani electric two-wheeler market has expanded rapidly, with localized assembly and imported completely built-up (CBU) models. The top 10 companies providing electric scooters and motorcycles in Pakistan feature models with diverse speed, range, and battery options (especially Lithium-based packs). [1, 2, 3

Leading brands available across Pakistan:

  1. Metro E-Vehicles (MetroEV)
    • Key Models: M6 Empower, E8S Pro, T9 Sport, Metrix
    • Highlight: Popular for real-world reliability and diverse speed options. Models range from PKR 184,000 to PKR 335,000.
  2. Yadea
    • Key Models: T5L, G5, Ruibin, M3H
    • Highlight: Supported by Eiffel Industries, Yadea is an international brand known for reliable Lithium/Graphene setups, smart connectivity, and strong warranties (up to 4 years on LFP batteries).
  3. Evee Electric
    • Key Models: S1 Air, S1, Gen-Z, C1 Air
    • Highlight: A local favorite for stylish, lightweight scooties. Gen-Z and Air models generally range from PKR 215,000 to 275,000.
  4. Vlektra
    • Key Models: Retro, Bolt, E-Classic Pro
    • Highlight: Premium build quality and sporty, neo-retro designs. Speeds range from 70 to 105 km/h, making them full-fledged motorcycle replacements.
  5. Crown Electric Mobility
    • Key Models: Flash, Fairy, E Turbo Eco Pro
    • Highlight: Known for Lithium LFP (Lithium Iron Phosphate) battery integration and extensive nationwide after-sales networks.
  6. MS Jaguar
    • Key Models: E-70, Miso, Bolt, E-125
    • Highlight: One of the earliest EV pioneers in Pakistan. They offer classic 70cc-style builds and comfortable urban models.
  7. Okla
    • Key Models: OKT
    • Highlight: Emerging international name providing longer-range urban commuters equipped with powerful motors.
  8. Pakzon Electric
    • Key Models: Sparrow, PE-70G, PE-70L-SE
    • Highlight: Focuses on affordable commuting with both Graphene and Lithium battery variant options starting around PKR 145,000.
  9. Jolta Electric
    • Key Models: JE-70D, JE-Scooty
    • Highlight: A pioneer in local EV manufacturing, famous for converting classic, rugged 70cc motorcycle bodies into electric daily drivers.
  10. Eveon
  • Key Models: Eveon For
  • Highlight: Designed strictly for modern urban commuters, offering intelligent braking, digital displays, and zero fuel costs.

 Market Share of 2 Wheelers in Pakistan

Pakistan’s electric two-wheeler market has entered a phase of explosive growth, capturing over 10% of total monthly motorcycle sales in major urban centers. Driven by surging petrol costs and supportive government policies under the PAVE program, EV registrations have surged 212% year-on-year, fundamentally shifting urban mobility across the country.

Current Market Dynamics

  • Overall Market Share: While total two-wheeler market volumes (predominantly internal combustion engines) hover around 26 to 30 million units on the road, EVs now account for roughly 5% to 10% of total annual industry sales.
  • Sales Surge: Over 125,000 units were registered by the end of May, with single months (like April) seeing over 40,000 EV units sold across the country.
  • Scooters vs. Motorcycles: The market is highly skewed towards EV scooters, which make up about 90% of EV two-wheeler sales, leaving traditional EV motorcycles with a 10% share.

Market Share of 2 Wheelers EV instead of 4 Wheelers EV sale in Pakistan

Electric two-wheelers (EV 2Ws) heavily dominate the EV market in Pakistan, capturing an estimated 90% or more of total national EV sales. While electric cars are mostly niche and out of reach for the average consumer, skyrocketing petrol prices have pushed EV 2W market penetration to over 10% of all new monthly motorcycle sales.

Electric 2-Wheelers (Mass Adoption)

  • Market Share & Sales: EV bikes have seen sales triple recently, with the segment capturing over 10% to 12% of the overall monthly two-wheeler market. By the end of May, registrations for 2W EVs alone reached 125,511 units.
  • Market Dominance: Compared to passenger cars, 2Ws account for the vast majority of all electric vehicles sold in the country.
  • The Drivers: Commuters are pivoting to brands to avoid staggering petrol costs. Charging an electric bike only costs about Rs. 1 to 2 per kilometer, compared to Rs. 10 per km for petrol bikes.
  • Local Production: Over 40 companies have secured licenses from the Engineering Development Board to assemble and manufacture 2Ws, relying heavily on Chinese technology.

Why the Massive Gap?

  1. Total Cost of Ownership (TCO): With inflation hitting working-class commuters hard, saving significantly on daily petrol bills via a 2W EV is a necessity, whereas buying a 4W EV remains an unattainable luxury for most.
  2. Infrastructure Reliance: 2Ws can be conveniently charged at home (or via the country’s extensive rooftop solar setup). Conversely, 4Ws rely heavily on public charging stations, which are still highly limited outside of major metropolitan hubs.

Market gap for 2 Wheelers EV business in Pakistan

The most significant market gap for a new two-wheeler EV business in Pakistan lies in commercial-grade delivery fleets, localized lithium-ion battery production, and high-speed performance motorcycles. The entry-level scooty market is currently crowded with imported Chinese models.

Pakistani auto market requires targeting these distinct gaps:

1. Fleet Electrification for Logistics

  • The Gap: The boom in e-commerce, food delivery, and courier services (like Foodpanda, Bykea, and Daraz) has created high demand for rugged, heavy-duty utility bikes, yet the market is heavily saturated with fragile, lightweight “scooties.”
  • The Opportunity: New entries can focus on commercial B2B models featuring heavy rear cargo racks, long-range batteries (120+ km per charge), and swappable battery systems.

2. Premium/High-Speed Motorcycles

  • The Gap: There is a distinct shortage of local options for riders looking to replace standard 125cc-150cc petrol bikes (like the Honda CD 70, CG 125, or Yamaha YBR) with equivalent electric power.
  • The Opportunity: Capitalizing on the gap for performance motorcycles that offer speeds of 80–100 km/h, torque, and the rugged suspension required for Pakistan’s roads.

3. Localization and After-Sales Support

  • The Gap: Customers express frustration over the reliance on imported Completely Knocked Down (CKD) kits, which causes shortages in spare parts. Furthermore, most buyers are cautious about investing in EVs because of low resale value and a general lack of trained mechanics outside major cities.
  • The Opportunity: A new business can secure long-term loyalty by heavily localizing parts (which qualifies manufacturers for tax concessions under the government’s auto policies), and offering robust, city-wide maintenance networks and battery warranties.

4. B2B Battery Swapping Infrastructure

  • The Gap: Charging infrastructure is nearly nonexistent in urban centers like Lahore, Karachi, and Islamabad.
  • The Opportunity: Rather than just selling bikes, a new entry can capture market share by building centralized battery swapping stations at strategic points within cities, solving range anxiety and charging downtime for delivery riders.

Regulatory & Entry Information

The Engineering Development Board (EDB) has licensed over 40 companies under the government’s EV initiatives, which aim for electric two-wheelers to comprise 50% of new sales by 2030. New entrants are highly encouraged to review the official Ministry of Industries and Production guidelines for duty-free plant/machinery imports and concessional custom duties.

To be continue, connect with Automark and say with us “Grow Automotive Grow Pakistan”

قناعت نہ کرعالم رنگ و بو میں

چمن اور بھی اشیاں اور بھی ہیں

تو شاہیں ہے پرواز ہے کام تیرا

تیرے سامنے اسماں اور بھی ہیں

This exclusive article written by @Mumtaz Hussain on ‘Green Revolution is EV Revolution Coming by 2 Wheelers’. Published in Automark’s July-2026 printed and digital edition.

Bestway Group Announces Strategic Partnership with Geely Auto Group for Pakistan

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Bestway Group Announces Strategic Partnership with Geely Auto Group for Pakistan

Bestway Group has announced that it has entered into a landmark strategic partnership with Geely Auto Group, one of China’s largest privately-owned, and among the world’s most innovative and rapidly growing, automotive manufacturers, for the distribution and assembly of Geely vehicles in Pakistan.

Under the agreement, Bestway Group, through its subsidiary Bestway Automotive (Private) Limited, will operate as the sole authorised distributor of Geely Auto Group products in Pakistan, marking a significant milestone in the country’s evolving automotive landscape. Initially, a range of Geely vehicles will be introduced into the Pakistani market as Completely Built Units (CBUs), ensuring customers gain early access to Geely’s world-class products. This will be followed by vehicles locally assembled in Pakistan through Bestway’s existing automotive assembly plant in Karachi. The partnership between Bestway and Geely is expected to evolve into a long-term and broad-based collaboration resulting in enhanced localisation, strengthening of the local automotive supply chain, meaningful skills development, and employment generation.

The signing ceremony was held at Geely Headquarters in Hangzhou, China, marking the commencement of the strategic partnership between Bestway Group and Geely Auto Group.

Geely Auto Group, a globally recognised automotive powerhouse, is renowned for its unparalleled  engineering capabilities, cutting-edge innovation, exceptional safety standards, engaging driving dynamics, and intuitive design. The company operates one of the world’s largest automotive research and development networks and holds an extensive portfolio of advanced technology patents.

Models Coming to Pakistan

Among the models planned for introduction in Pakistan are Geely EX5, a premium all-electric SUV that combines advanced EV technology, intelligent features, and refined comfort to redefine sustainable mobility; Geely EX2, China’s best-selling passenger vehicle in 2025, which brings together smart technology, outstanding efficiency, and everyday practicality in a compact all-electric package, and Geely Starray EM-i, which holds the Guinness World Record for the lowest fuel consumption by a plug-in hybrid SUV.

A Global Brand Portfolio

Geely Group possesses an impressive portfolio of automotive brands, spanning affordable mass-market vehicles, premium automobiles, and luxury European performance marques. The automotive brands owned, controlled, or strategically invested in by Geely include iconic brands such as Volvo, Lotus, Aston Martin, Smart, Zeekr and Lynk & Co alongside Proton, Polestar, LEVC (the iconic London electric black cab), Livan Automotive, Farizon Auto, Radar Auto (Riddara) and motorcycle brands (Benelli, QJMotor, and Keeway).

Beyond Automobiles: Smart Mobility and Aerospace

Beyond automobiles, Geely is also at the forefront of smart mobility and aerospace innovation. Its smartphone business and low-Earth orbit (LEO) satellite network form the two foundational pillars of Geely’s Integrated Space and Earth Mobility Ecosystem. Through its aerospace subsidiary, Geespace, and smartphone company, Xingji Meizu, Geely has created a seamless, boundaryless digital ecosystem connecting smartphones, intelligent vehicles, and satellite-enabled services.

Digital Ecosystem: Smartphones and In-Car Technology

Xingji Meizu develops premium smartphones, wearable smart devices, and extended reality (XR) technologies, while Flyme Auto, Geely’s intelligent in-car operating system, serves as the digital platform underpinning its next-generation electric vehicle portfolio.

Geely is the world’s only automotive manufacturer to independently develop, own, and operate a commercial constellation of 64 low-Earth orbit (LEO) satellites through Geespace, providing advanced vehicle connectivity, high-precision positioning, and enabling the future evolution of autonomous driving technologies.

About Bestway Group

Bestway Group is a diversified multinational conglomerate with a significant presence across the United Kingdom, Pakistan, and the Middle East. In the UK, the Group owns Bestway Wholesale, the country’s largest independent food wholesaler, and Well Pharmacy, the second-largest retail pharmacy chain. In Pakistan, Bestway is the largest expatriate investor group and has been ranked No. 1 in Equity Ranking and No. 2 in Market Capitalisation by the Economic Policy and Business Development (EPBD) organisation. Its principal investments in Pakistan include:

Bestway Cement Limited: Pakistan’s largest cement manufacturer.
United Bank Limited (UBL): Pakistan’s largest private sector bank by market capitalisation.
UBL Insurers Limited: Pakistan’s sixth largest insurance company.
Bestway Renewable Technologies (BReT): A provider of solar energy, EPC, and renewable energy solutions.
Bestway Packaging: A state-of-the-art cement packaging manufacturer.
MAP Foods: A modern food processing company focused on export markets.
Bestway Consultancy Services: Delivering professional consultancy and back-office support services.

With over three decades of experience in building, operating, and managing successful businesses, Bestway has established itself as a trusted long-term investor and partner, well positioned to collaborate with leading international organisations seeking growth opportunities in Pakistan and the wider region.

Further details regarding automotive product lineup, launch timelines, and dealership network expansion will be announced shortly.

Pakistan’s Mobility Crossroads: EV Revolution, Petrol Reality & The New Battle for Customer Trust

Asif Mehmood
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Pakistan’s Mobility Crossroads: EV Revolution, Petrol Reality & The New Battle for Customer Trust

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Pakistan’s automotive industry is entering one of the most interesting phases of its history. A market that was traditionally driven by fuel economy, affordability, and resale value is now experiencing a major transformation.

For decades, the Pakistani customer had one simple question:

“Which vehicle gives me the lowest running cost and maximum reliability?”

Today, that question is evolving:

“Which technology gives me the best ownership experience?”

The recent reduction in petrol prices has created a fresh debate across the automotive sector. After reaching historically high levels, petrol prices have seen a significant reduction, bringing relief to consumers. This development has raised an important question:

Will cheaper petrol slow down Pakistan’s electric vehicle revolution, or is EV adoption now moving beyond fuel prices?

The answer lies in understanding the changing mindset of the Pakistani customer.

Petrol Price Was an Accelerator, Not the Foundation of EV Growth

There is no doubt that rising fuel prices accelerated EV interest in Pakistan.

When petrol prices moved toward unprecedented levels, consumers started calculating their monthly transportation expenses more seriously. For daily commuters, especially motorcycle users travelling 40–50 km per day, fuel cost became a major financial burden.

This created an opportunity for electric motorcycles.

The customer thinking became:

“Petrol is expensive, I should shift to EV.”

However, EV adoption was never only about petrol prices.

Globally, electric mobility is being driven by:

  • Lower maintenance cost
  • Advanced technology
  • Energy independence
  • Environmental responsibility
  • Reduced dependency on imported fuel
  • Better driving experience

Fuel prices may influence purchasing decisions temporarily, but they cannot stop a global mobility transformation.

The Real Impact on Electric Motorcycles

The two-wheeler segment will experience the biggest short-term impact from petrol price reduction because Pakistan’s motorcycle market is highly price-sensitive.

A large percentage of customers buy motorcycles for daily transportation, and affordability remains the strongest factor.

Consider a simple comparison:

A petrol motorcycle averaging 40 km/litre:

At Rs.400/litre petrol:

Fuel cost ≈ Rs.10/km

At Rs.300/litre petrol:

Fuel cost ≈ Rs.7.5/km

An electric motorcycle may operate approximately around:

Rs.1–2/km

The saving has reduced, but it has not disappeared.

The future challenge for EV companies will not only be selling electric motorcycles.

It will be building customer confidence through:

  • Battery warranty
  • Battery replacement strategy
  • Spare parts availability
  • Technician training
  • Reliable aftersales support

The next successful EV brands will not only sell vehicles — they will sell trust.

Electric Cars: A Different Market Story

The impact of petrol price reduction on electric cars will be much smaller.

A customer purchasing a vehicle worth millions of rupees does not evaluate only fuel prices. The decision includes:

  • Technology
  • Performance
  • Comfort
  • Ownership cost
  • Brand confidence
  • Future value

Electric cars offer advantages beyond fuel savings:

  • Instant torque
  • Quiet driving experience
  • Lower maintenance requirements
  • Advanced features
  • Reduced dependence on fuel imports

The EV car market is therefore moving toward a technology-driven decision rather than a fuel-saving decision.

The New Challenge: Changing Customer Mindset

The first phase of EV adoption was:

“Petrol is expensive, buy EV.”

The next phase must become:

“EV is the smarter mobility choice.”

This requires the industry to educate customers about Total Cost of Ownership (TCO).

Vehicle ownership is not only the purchase price.

Customers spend on:

  • Fuel
  • Engine oil
  • Filters
  • Repairs
  • Maintenance
  • Downtime

EVs change this entire ownership equation.

Honda’s Success: The Power of Trust and Ecosystem

While EVs are creating a new future, Pakistan’s petrol motorcycle market continues to demonstrate an important lesson.

For decades, Atlas Honda has maintained unmatched dominance in the motorcycle market.

The reason is not only product quality.

Honda created an ecosystem.

Reliability

The Pakistani customer values durability.

A motorcycle is not just transportation; for many families, it is a long-term asset.

Honda created a simple customer belief:

“Buy once, worry less.”

Spare Parts Availability

One of Honda’s biggest strengths is its nationwide ecosystem.

Customers know they can find:

  • Parts
  • Mechanics
  • Repair support
  • Technical knowledge

This created confidence that competitors struggled to match.

Resale Value

In Pakistan, resale value strongly influences purchase decisions.

Customers often think:

“After using this motorcycle, how easily can I sell it?”

Honda’s resale advantage became a powerful competitive barrier.

Why Many Competitors Failed Against Honda

Several companies entered the motorcycle market with attractive products and competitive pricing.

However, many struggled because they focused mainly on the product.

A motorcycle business is not only manufacturing.

It is an ecosystem business.

The common challenges were:

  • Limited dealership network
  • Weak aftersales support
  • Parts availability issues
  • Lower resale confidence
  • Lack of long-term customer relationship

The lesson is clear:

A good product can attract customers.

A strong ecosystem keeps them.

The Rise of Premium Petrol Motorcycles

Despite EV growth, another interesting trend is developing in Pakistan — the premium petrol motorcycle segment.

A new generation of customers is looking beyond fuel average.

They want:

  • Styling
  • Performance
  • Technology
  • Better riding experience
  • Road presence

This is creating opportunities for premium Chinese and international brands.

Higher-end motorcycles may not achieve mass volumes like 70cc or 125cc motorcycles, but they are creating a new enthusiast market.

The introduction of premium brands, including models from Thailand-based manufacturers such as GPX, shows that Pakistan’s motorcycle customer base is becoming more diverse.

Can Premium Petrol Bikes Succeed in Pakistan?

The opportunity exists, but success will depend on one thing:

Customer trust.

Premium customers demand:

  • Professional dealerships
  • Genuine spare parts
  • Trained technicians
  • Warranty support
  • Brand commitment

Without aftersales strength, even an excellent motorcycle struggles.

The Future: Multiple Technologies Will Coexist

Pakistan’s future mobility landscape will not belong to only EVs or only petrol vehicles.

It will be a mixed market.

Entry-level transportation:

Electric motorcycles will continue growing.

Premium motorcycle segment:

High-quality petrol motorcycles will continue attracting enthusiasts.

Commercial and fleet segment:

EV adoption will accelerate because operating cost matters most.

The Next Battle: Experience vs Economy

The motorcycle and automotive industry is moving from:

“Which vehicle gives better mileage?”

towards:

“Which vehicle gives better value?”

Honda succeeded because it mastered reliability and ownership confidence.

The next generation of successful companies will succeed by combining:

Product + Technology + Design + Aftersales Experience

Pakistan’s mobility future is not about petrol versus electricity.

It is about who can deliver the best customer experience.

Petrol prices may rise and fall, but customer expectations will continue to rise.

The companies that understand this change will define the next decade of Pakistan’s automotive industry.

This exclusive article has been written by @asif-mehmood, Published in Automark’s July-2026 printed edition.

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