Automark

🔰 Introduction

Electric mobility is no longer a futuristic dream in Pakistan — it is a movement in motion. Over the past two years, the electric two-wheeler market has shifted from skepticism to visible acceptance, with dealership interest and on-road presence growing rapidly.

Major cities in Punjab, Sindh, and Khyber Pakhtunkhwa (KPK) are witnessing a steady rise in EV bikes and scooters, driven by increasing fuel prices, evolving customer behavior, and more supportive government policies.

This article explores the past progress, present momentum, and the future roadmap of electric two-wheelers in Pakistan, with emphasis on policy support, localization challenges, consumer trends, and regional disparities.

🛠️ 2020–2025: From Trial to Takeoff

1. Government Push & Policy Enablement

The Electric Vehicle Policy 2020–25 laid the foundation for this shift. In recent years, both federal and provincial governments — particularly Punjab — have initiated concrete actions to accelerate EV adoption:

• Zero customs duty on EV-specific components,
• Reduced sales tax on locally assembled EV bikes,
• Early discussions on low-interest financing schemes for consumers.

These measures have boosted investor confidence and sparked a surge in dealership applications across the country.

2. Fuel Prices: A Natural Catalyst

With petrol prices crossing Rs. 260–280 per liter, affordability has become a major concern. EV bikes, with a running cost of Rs. 1–1.5/km, offer a compelling alternative to petrol bikes, which cost Rs. 6–8/km.

For daily commuters and delivery riders, the financial advantage of EVs is too significant to ignore — making the shift more of an economic necessity than a lifestyle choice.

3. Industry Response: Learning, Testing & Adapting

Pakistan’s EV industry remains in a learning phase:

• Multiple brands — including OKLA, Yadea, Metro, Evee, Benling, Eveon, TailG, Ramza, and others — have launched diverse models with different specs.
• However, most companies are still experimenting and have yet to finalize high-volume flagship models for long-term scalability.

This uncertainty is closely tied to localization constraints. Sustainable localization becomes feasible only when:

• A model is standardized and widely adopted,
• Sales volumes are high and consistent,
• Vendors have confidence in future demand.

Without this stability, parts suppliers cannot justify the investment in tooling or economies of scale — keeping localization efforts limited and prices higher than potential.

📍 Regional EV Adoption: Punjab Leads, Sindh Lags

✅ Punjab: A Success Story in the Making

Cities like Lahore, Faisalabad, Rawalpindi, and Multan have shown strong growth in EV interest:

• Dealership networks are expanding.
• Low-rise housing makes home charging feasible.
• Higher road visibility and rising fuel costs have increased customer confidence.

⚠️ Sindh: Slower, But Full of Potential

Sindh — especially Karachi — is showing slower adoption due to a mix of factors:

• High-rise apartment living, limiting access to home charging.
• Lack of public charging infrastructure.
• Poor road conditions, which impact vehicle performance.
• Less aggressive brand outreach and promotion.

Despite these hurdles, Pakistanis are known for street-smart innovation. Creative solutions are already emerging, including:

• Ground-floor shared sockets,
• Rooftop and basement charging setups,
• Battery swapping stations in commercial areas.

These grassroots innovations — if recognized and supported — can become cornerstones of urban EV infrastructure.

💸 Cost of Ownership: A Hidden Yet Critical Factor

EV bikes offer substantial savings in fuel, maintenance, and service costs. Yet, the concept of total cost of ownership (TCO) is still largely not considered by Pakistani consumers.

• Only about 1% of buyers actively consider lifetime operating cost.
• Most purchasing decisions are based on initial price, battery range, shape/design, and brand recognition.

🔋 The Missing Puzzle: Standardization for Localization

A key barrier to EV industry growth is the lack of standardized models.

Once 2–3 flagship models are selected and scaled, vendors can confidently invest in:

• Chassis and frame production,
• Battery and controller casings,
• Local chargers and accessories,
• Plastic and cosmetic components.

This will drive down costs, strengthen after-sales support, and enable Pakistan to become a true EV manufacturing hub in South Asia.

🏭 Market Competition & Price War on the Horizon

The next 3 years will see a wave of new entrants and product diversification:

• More companies are entering Pakistan with a variety of EV bike and scooter models.
• Promotions, installment plans, and bundling of chargers/batteries will become common.
• Competition will intensify, forcing prices to drop and quality to rise.

While this is great news for consumers, it also demands that local players focus on aftersales, training, and customer retention strategies to stay competitive.

🔄 Battery Swapping: The Future of Convenience

As lithium-ion battery demand increases, especially in cities with dense housing, battery swapping stations could offer a scalable solution:

• No need for home or public charging setups
• Quick 1–2 minute battery exchanges
• Potential to support delivery fleets and ride-hailing services

For battery swapping to thrive in Pakistan, coordination between:

• OEMs (standardized battery sizes),
• Energy service providers (swapping networks), and
• Government (subsidy/infrastructure policy)
  …is essential. With the right push, battery-as-a-service (BaaS) could revolutionize EV mobility.

📈 The Road Ahead: Vision 2030 & Beyond

Area	2030 Outlook
EV 2-Wheeler Adoption	Expected to exceed 1 million units on roads
Standardized Models	2–3 models to dominate high-volume production
Parts Localization	30–50% local content in top-selling models
Charging Infrastructure	Growth in home-based and smart local solutions
Dealership Growth	Over 500 active outlets anticipated
Vendor Ecosystem	Tier-2 suppliers to scale with stabilized demand

🧠 Final Thoughts: Strategy, Scale & Sustainability

The future of EV bikes and scooters in Pakistan is bright — but only with the right strategy.

To ensure long-term sustainability, the following must be prioritized:

✅ Policy implementation and real-time enforcement

✅ Model standardization to enable localization

✅ Vendor training, tooling, and business confidence

✅ Aftersales infrastructure and technician readiness

✅ Urban charging innovation for high-rise regions

As more EVs hit the road, “seeing is believing” will fuel widespread adoption. But now is the time for OEMs, policymakers, dealerships, and vendors to collaborate and build a scalable, affordable, and locally rooted EV ecosystem.

🖊️ About the Author

Muhammad Asif Mehmood is an automotive aftersales professional with 28+ years of experience in ICE and EV platforms. He currently leads EV technical and service transformation initiatives and regularly writes about trends shaping Pakistan’s mobility future.

Pakistan’s auto parts industry is standing at a crucial juncture. While the domestic Original Equipment Manufacturer (OEM) supply base has expanded impressively over the past few decades, our global footprint remains small—yet full of untapped potential. 

With more than 250 local auto parts manufacturers actively supplying to OEMs in Pakistan, only 28 of them are currently exporting. These exporters have carved their own path, often with little institutional support. They took bold steps—investing in global marketing, participating in international trade exhibitions, building certifications, and complying with export standards—all without any guaranteed success in the beginning. 

In contrast, many of their peers continue to focus solely on domestic demand. But in a shrinking local auto market—marked by volatile car sales, economic uncertainty, and heavy dependency on imported kits—this is no longer sustainable. It’s time for the rest of the community to step up and join hands in taking Pakistan’s auto parts manufacturing to global markets. 

Rising Costs, Fading Margins – The Challenge of Exporting Alone 

One of the biggest barriers faced by aspiring exporters is the cost of participating in international trade fairs. From booth rentals to airfare, accommodation, logistics, and sample transportation, expenses can quickly balloon to unsustainable levels—especially in the face of Pakistan’s depreciating currency and inflationary pressure. 

What used to be manageable has now become nearly out of reach for many SMEs. Even securing government subsidies or trade development grants is a bureaucratic maze with few transparent outcomes. 

But rather than giving up, we must adapt. We need new collaborative strategies. If every small manufacturer tries to do everything on their own, we’ll continue to struggle. But if we build clusters, pool our capabilities, and form joint marketing groups, we can make a mark on the global map. 

Learning from Our Own Exporters 

Before dreaming big, we must start by learning from our own exporters—the 28 companies that are already exporting. What markets are they in? How did they get there? What certifications did they need? What mistakes did they make early on? 

By understanding their journeys, we can shorten our own. Regular meetups, knowledge sharing forums, and digital WhatsApp groups should be set up where insights can be exchanged. This isn’t just an industry problem—it’s a national challenge that must be tackled collectively. 

Collaborate to Compete: Joint Participation in Global Fairs 

Rather than every company applying for a separate booth, we must consider joint representation. Here’s the formula: 

Product development collaboration: Two or three companies from different technologies can jointly develop one product for export. 

Marketing representative model: One experienced exporter can serve as the group’s export marketing lead. 

Joint participation in trade fairs: Share the booth, share the cost, and share the leads. 

The upcoming AAPEX 2025 in Las Vegas (November 4–6) and Automechanika Frankfurt 2025 (September 9–13) are ideal platforms for such strategies. 

Why AAPEX USA 2025 Matters 

The American automotive aftermarket is estimated at $190.5 billion, covering parts, services, and accessories sold after the initial vehicle purchase. Alongside it, Latin America’s aftermarket is growing rapidly and now worth USD 56.13 billion (2024). These are mature, yet opportunity-rich markets. 

AAPEX is a trade-only event that brings together distributors, importers, retailers, manufacturers, and service providers from the U.S., Latin America, and other global regions. 

What makes AAPEX so important? 

To make the most of AAPEX, Pakistani companies must understand that product quality, certification (like ISO/TS), packaging, and pricing are non-negotiables. But so is having a confident sales team that can communicate value clearly. 

Why Automechanika Frankfurt 2025 Is Equally Important 

Held every two years, Automechanika Frankfurt is Europe’s leading platform for the automotive aftermarket, with a market size of USD 107.83 billion. European buyers are known for being quality-conscious, environmentally focused, and compliance-driven—making it a tough but rewarding market. 

Why should Pakistani firms participate? 

Global Reach: Engage with buyers from over 180 countries. 

Technology Insights: See what’s next in EV, hybrid, and intelligent mobility. 

Supplier Networking: Build relations with raw material providers and distributors. 

Sustainability Trends: Showcase eco-friendly parts, especially in rubber, metal, electronics, and lightweight polymers. 

For participation, a company must first identify its core product, map it to international demand, and then study the exhibitor and visitor list from previous years. Contact potential buyers in advance and schedule meetings at the booth. 

Preparing for the Leap 

Export readiness is not just about making a good product. It requires a complete transformation of how companies think and operate: 

Certifications: Invest in internationally recognized quality management systems and lab testing. 

Packaging & Branding: First impressions matter. Your packaging must be professional and product branding sharp. 

Pricing Strategy: Competitive without compromising margins. Factor in logistics and after-sales support. 

Online Presence: Buyers do research before they buy. You need a website, digital catalog, and email presence. 

Customer Service: Be ready to respond fast, with technical data sheets, MOQs, lead times, and shipping terms. 

A Final Word: It’s Time to Move Forward 

Pakistan’s auto parts sector has the capability, the talent, and the infrastructure. What it lacks is direction, collaboration, and strategic ambition. 

The next two years are crucial. With events like AAPEX USA and Automechanika Frankfurt on the horizon, we have clear targets. These are not just exhibitions—they are launchpads for global growth. 

Instead of waiting for perfect conditions, we must build teams, pool resources, and start now. 

As a nation, if we are to reduce our trade deficit, earn foreign exchange, and move away from donor dependency, we must industrialize through export-oriented growth. And the auto parts sector, with its deep supply chains, engineering strength, and proven track record, is one of the best places to start. 

Let’s collaborate. Let’s export. Let’s put Pakistan’s auto parts industry on the global map—together. 

By Mashood Khan
Director – Mehran Commercial Enterprises
Expert Auto Sector / Former Chairman PAAPAM

Confirmation signals leadership continuity as the company accelerates its growth and energy investments in Pakistan

Wafi Energy Pakistan Limited, the exclusive licensee of Shell fuel and lubricants in Pakistan, has confirmed Zubair Shaikh to continue as Chief Executive Officer.

With more than 19 years of experience across the energy and financial sectors, Zubair brings a strong track record of strategic growth, commercial delivery, and operational transformation. His leadership during a pivotal phase of the company—following Wafi Energy Holding’s acquisition of Shell Pakistan in November 2024—has ensured business continuity, strengthened performance, and built momentum toward the company’s long-term ambitions in Pakistan.

“Zubair’s confirmation reflects the Board’s confidence in his ability to lead Wafi Energy Pakistan,” said Ghassan Al Amoudi, Chairman of the Board. “His deep sector knowledge, commercial insight, and ability to deliver results make him well-positioned to drive sustained value for our shareholders, customers, and partners. As CEO, he will continue to shape Wafi Energy Pakistan’s next phase of growth to become a leading energy player delivering innovative, responsible, and future-ready energy solutions for the country.”

Zubair began his career with Shell in 2006, advancing through finance, strategy, sales, and commercial leadership roles. He has successfully led both the lubricants and retail fuels businesses for Shell Pakistan, serving as General Manager Lubricants and General Manager Mobility, respectively. He is a Fellow Member of the Institute of Chartered Accountants of Pakistan, and has also held roles in banking, ports and shipping, and audit and assurance.

Building on 78 years of Shell’s brand presence in Pakistan and over a century of energy development in the region, Wafi Energy Pakistan is committed to support the country’s growing energy needs and long-term economic progress.

• – PRESS RELEASE

Strong Pakistani Presence at Automechanika Istanbul 2025 with 13 Exhibitors

Karachi – Automechanika Istanbul 2025, Turkey’s largest international trade fair and a key hub for the automotive aftermarket industry, wrapped up successfully at the Istanbul TÜYAP Fair and Congress Center, held from 12th to 15th June 2025.

The 18th edition of Automechanika Istanbul 2025, jointly organized by Messe Frankfurt. The fair played the role for over 57,748 visitors and 1,450 exhibitors from 37 countries with a wide range of automotive products.

Among 13 Pakistani companies that participated, 12 showcased their products at the fair through the Trade Development Authority of Pakistan. These included Adamjee Engineering Pvt Ltd, Matchless Engineering, SNA Industries, GTR Tyre, MGA Industries, Metaline Industries, Vertex Automotive, Thermosole Industrie, Royal Tech, Ravi Autos, Rastgar Engineering, and Silver Falcon Engineering. Additionally, Osaka Batteries participated with independent representation.

Zeeshan Khan from Royal Tech Pvt. Ltd. shared that their group, which includes Royal Tech, Mecas Engineering, Mecas Foundry, and Mecas Sundar, exports to countries such as Germany, Italy, and France. He noted that they have been participating in Automechanika Istanbul for the past 15 years and consider it one of the best global trade fairs. “We exhibit in many countries, but Automechanika Istanbul consistently delivers a great response. We’re very happy to be here,” he further added.

Mr. Aamir Nazir from Rastgar Engineering’s Sales Department said that they joined an exhibition through TDAP after a long time and got better results than they expected. He said the market was large, and even with a lot of competitors, after that they got a very good response from Europe, Germany, and Greece buyers.

Silver Falcon Engineering Corporation is participating for the first time, and their feedback has been very positive—they were also visibly excited to be part of the exhibition.

Pakistani trade visitors at Automechanika Istanbul 2025 appreciated the exhibition for helping them explore new technologies, connect with international businesses, and understand global trends in the automotive industry.

Furthermore, the involvement of numerous Pakistani auto parts businesses emphasised the show’s growing influence on the country’s automotive landscape.

• PRESS RELEASE

Nissan is reportedly set to begin exporting electric vehicles (EVs) from its Chinese factories to Southeast Asia, the Middle East, and other regions starting in 2026. The move aims to leverage Nissan’s existing after-sales service network in these overseas markets.

The struggling Japanese automaker is currently reviewing its global production footprint, with the goal of a rapid business turnaround by selling China-made EVs to other markets.

Among the EVs slated for export is the N7 mid-size sedan, the first EV designed and developed by Nissan’s joint venture in China. The N7, which launched in China in April and became the fastest JV brand reaching 10,000 orders, starts at 119,900 yuan (16,450 USD) and is produced at Nissan’s plant in Guangzhou, Guangdong Province.

The N7’s automotive software incorporates AI technology from Chinese companies. To facilitate exports, Nissan will need to modify the software specifications due to restrictions on Chinese-made AI products in some countries. To develop software for export markets, Nissan has invested in IAT Automobile Technology, a Chinese developer.

On June 25, Dongfeng Motor announced the formation of a joint venture with NCIC (a wholly-owned subsidiary of Nissan) to engage in automotive export business. The joint venture, with a registered capital of 1 billion yuan (140 million USD), will see Dongfeng Motor contribute 400 million yuan (40% stake) and NCIC contribute 600 million yuan (60% stake).

According to Chinese media XHBY, Nissan believes that the competitively priced EVs manufactured in China will attract overseas orders. Additionally, Nissan plans to introduce other EVs and plug-in hybrid vehicles in the Chinese market, including its first electric pickup truck by the end of this year.

Nissan’s current difficulties are partly attributed to delays in new model launches. In May, the company unveiled a business recovery plan that includes cutting 20,000 jobs and consolidating 17 factories into 10. The company is also working to establish an optimal supply system, positioning EVs as core products for the future.

Source: XHBY

Pakistan, now over seven decades into its journey as materials import reliant, remains at a critical economic crossroads. One of its most persistent challenges is the inability to boost exports and remaining ignorant of working for imports substitution and reduce dependency on foreign loans. Among the many sectors with unrealized potential, the auto parts manufacturing industry stands out.

As of 2024, the global automotive aftermarket is worth nearly USD 468.91 billion, with projections indicating a climb to USD 589.01 billion by 2030. This market includes everything from bumpers to sensors and batteries—products in increasing demand due to growing vehicle ownership and the transition to electric vehicles (EVs). This trajectory offers Pakistan a timely opportunity. However, to seize it, we must revisit and radically transform our policy framework, execution capacity, and industrial vision, drawing upon lessons from nations that have successfully navigated the same path.

Taiwan: Precision, Policy, and Performance

Taiwan’s strategy is equally adoptable. Initially employing import substitution to nurture its domestic industry, Taiwan soon realized the value of global competitiveness. It transitioned to export-oriented growth, supported by currency devaluation and export rebates. This shift enabled Taiwanese manufacturers to become price competitive globally.

One of Taiwan’s most effective moves was the creation of Export Processing Zones (EPZs). These zones offered tax holidays, streamlined customs, and support for exporters. Taiwan promoted joint ventures with international players, mandating technology transfers and pushing for a 70% localization target in manufacturing—a strategy that elevated local capabilities dramatically.

What sets Taiwan apart today is its specialization in high-tech automotive components. By aligning industrial growth with advancements in electronics and IT, Taiwan became a reliable supplier for EV giants, including Tesla. In fact, 75% of Tesla’s supply chain vendors include Taiwanese firms—a testimony to its high-quality, innovation-driven ecosystem.

Taiwan also dominates the global aftermarket for components like bumpers, lights, sensors, and electronics, exporting over 90% of its total auto parts output. Its government actively promotes the auto sector through global branding, regular participation in international expos, and direct facilitation of B2B linkages.

Why Pakistan Lags—and What Must Be Done

Pakistan has had a stop-start approach. While some policies have aimed at local manufacturing, many lacked continuity, clarity, or execution. Export zones remain underdeveloped and miss-utilized or inaccessible to SMEs. Tariff-based localization policies have often lacked consistency, pushing assemblers to import rather than localize. Moreover, our trade agreements remain underutilized, and public-private collaboration is weak.

The unfortunate reality is that despite decades of effort, Pakistan’s exports haven’t crossed the USD 35 billion mark, while Taiwan— mush less of our  size in population —has surpassed USD 475 billion annually. The underlying difference is a focused commitment to industrialization and global integration.

A Way Forward: A National Export Blueprint

It is imperative for Pakistan to recognize that growing the auto parts industry is not merely about assembling vehicles. It is about developing a parts ecosystem that is competitive, exportable, and aligned with future global demand—especially in electrification and digital mobility. The first step is to phase out blanket import tariffs and replace them with export-performance-linked incentives. This will shift the mindset from protection to competition.

The government must develop Auto Parts Export Clusters with shared R&D facilities, testing labs, low-cost leasing for SMEs, and a single-window clearance system for exporters. A national campaign—“Pakistan Auto Parts Export Mission (PAPEM)”—should be launched, backed by the Ministry of Commerce and Engineering Development Board, to promote Pakistan’s manufacturers at global exhibitions and secure B2B connections abroad.

We need policy coherence. Ministries such as Industries, Commerce, Finance, and Science & Technology must align their objectives to reduce bureaucratic delays and eliminate overlapping jurisdictions that frustrate businesses.

Technology remains a major hurdle. Pakistan must incentivize R&D in vehicle electronics, EV components, and digital control systems.

Finally, it is crucial to tap into diaspora networks and digital trade platforms to link local SMEs to global demand—especially in the U.S., EU, and GCC markets.

Pakistan must now decide whether it wants to remain stuck in survival mode or move boldly toward export-led growth.

Published in Automark’s July-2025 printed and digital edition.

By Mashood Khan – Director – Mehran Commercial Enterprises – Expert Auto Sector / Former Chairman PAAPAM

2nd Edition

From Philosophy to Practice: Making “Customer-First” a Reality Across the Automotive Chain

In the last edition, we delved into a reality that is no longer debatable in today’s automotive business: the customer must be the North Star that steers all strategies, decisions, and interactions within our company. We argued that customer-centricity is not just a slogan, but a fundamental belief system, one that distinguishes lasting companies from those pursuing short-term success. But whereas philosophy gives guidance, practice yields outcomes. The inevitable follow-up question is: How do we instantiate this philosophy in practice? What does it look like when the customer-first philosophy goes beyond intention and is realized in real systems, behaviors, and processes? This is where most organizations fall short, not due to a lack of intent, but a lack of translating intent into structure. A customer-first company doesn’t get formed overnight. It is built intentionally and iteratively in every conversation with a purchaser, every product feature crafted, and every service provided after the car drives off the lot.

Laying the First Brick of Perception In the modern car buyer’s world, the initial customer contact seldom occurs at a showroom — it begins online. Marketing is now the first point of contact that formulates perception, creates expectations, and welcomes trust. A customer-centric marketing strategy starts with knowing the frame of mind of the audience. Messaging is not about shoving product capabilities anymore — it has to capture the customer’s pain, dreams, and life. Marketing plans must be based on empathy, not guesswork. Social media, website user experience, digital pamphlets, and content all need to deliver clarity, ease, and relevancy. Customers need to feel noticed, not targeted. Done correctly, marketing becomes the basis of long-term trust, because it begins the relationship with relevancy and respect.

Sales, More Than a Transaction:  It’s a Trust-Building Journey. If marketing primes the pump, then sales is the moment of truth — where interest converts into intent, and talk into action. In an authentic customer-centric mindset, the salesforce isn’t merely a vehicle to sign on the dotted line; it becomes a bridge of trust between the brand and the customer. Today’s car buyers come in more knowledgeable than ever; they have done their homework, compared vehicles, read comments, and know precisely what they’re looking for. The job of the sales staff, then, is not to sell, but to serve,  by thoroughly getting to know the person behind the inquiry. That involves looking beyond the surface. Salespeople need to decipher the lifestyle, motives, priorities, and dreams of each customer. Is the vehicle for family use, daily driving, or weekend getaways? What does reliability mean to this individual? What are their longer-term ownership issues — resale value, parts availability, or accessibility of service? Real value is achieved when the sales discussion is effortless and personalized, never forced or scripted. The dealership setting needs to provide a space for confidence and comfort. From the initial hello to the last sign-on, the tone must be one of respect, patience, clarity, and credibility.

This transformation requires another type of training: Not only the product itself and financing solutions, but also emotional intelligence, active listening, and decision-support coaching. Customers have to leave feeling that they were sold to, but that they were truly heard and enabled to make the optimal decision. Sales success in this new era is not solely a function of booking numbers. It is indicated by how many customers are back for a second purchase and how many recommend the dealership to family or friends. This is also being discussed and considered with high priority that how many leave the premises with a smile of confidence, not just a receipt. In the end, every sale is more than a transaction — it’s the beginning of a long-term relationship, and the way it begins will decide how long and how strong that relationship becomes.

After-Sale the Real Battleground of Loyalty: While marketing and sales bring the customer to know the brand, after-sales determine whether they’ll ever return. That is where customer-first thinking is put to its ultimate test, and where it is most important. Aftersales is not service alone, it’s relationship management at its best. The customer, past the honeymoon stage of a new car, requires consistent, responsive, and respectful support. On-time service reminders, on-time service tracking, online booking, transparent updates — these are not indulgences; they are expectations. When a customer complains or has a concern, that is not a burden — that’s a chance. How a team listens, answers, and resolves the problem defines the integrity of the brand in the customer’s head. Even something small — a call-back, an apology note, a fast fix — has a value greater than any paid message. Most critically, this is also the optimum listening post a company can have. All customer contacts, every complaint posted, and every review published are feedback from the front lines. Aftersales teams need to collaborate very closely with sales, marketing, and even production to close the loop and feed that back into action. Brands that do well in after-sales not only create satisfaction, but they also establish confidence. And confidence begets loyalty.

Enablers Behind the Curtain: Even if production and quality departments do not deal with customers directly, their contribution in a customer-centric business is unquestionable. Each defect-free car delivered, each feature added, each failure studied and averted — it all contributes to a more efficient customer experience. Most importantly, the production, quality, and service departments need to become responsive to customer complaint data gathered through aftersales and dealer channels. If customers are frequently complaining about a given part, feature, or design, the production and quality role is not only to make it better, but to know why it didn’t work in real-world applications and how to prevent it from happening in the future. This involves the embracing of customer feedback as a strategic input, not merely a complaint log. Whether ride comfort, durability, or long-term reliability, the ultimate goal is always the same: creating vehicles that mirror what customers value, not merely what can be engineered.

Takeaway from this Article:

When we step beyond the philosophy of being customer-focused and start framing every process, every decision, and every job around this value, we are no longer simply a manufacturer — we are a partner along our customer’s journey. The change is not in slogans, but in systems. It is not merely in what we say, but in what we build into the very fabric of our day-to-day operation. In Pakistan’s dynamic car market, the winners will not be those who just talk about customers, but those who quietly, persistently practice it, from the sketchpad to the showroom floor, from aftersales care to online engagement.

That’s how trust takes root.
That’s how loyalty turns into legacy.
And that’s how a customer-first vision becomes a lasting competitive edge.

This exclusive article has been published in Automark’s July-2025 printed and digital edition. Written by @muhammad-rafique