http://hdl.handle.net/123456789/11760 2026-04-04T20:04:50Z 2026-04-04T20:04:50Z Ahmed Abdullah Qureshi, 01-321241-020 Noor Ul Ain Arif, 01-321241-027 http://hdl.handle.net/123456789/20101 2025-12-15T10:18:40Z 2025-01-01T00:00:00Z

Navigating Challenges to Mobile Banking App Adoption in Pakistan’s Banking Industry: A focus on Habib Bank Limited (HBL) and Bank Alfalah (BAFL) Ahmed Abdullah Qureshi, 01-321241-020; Noor Ul Ain Arif, 01-321241-027 In this day and age, mobile banking is the standard for managing finances for most people across the world. It is a faster and more convenient way than any existing banking alternative however a country like ours still hasn’t caught up yet with the rest of the world therefore this project aims to investigate the factors influencing mobile banking adoption in Pakistan with the intention to identify barriers and propose real world actionable solutions that to enhance user engagement and trust in digital financial services. The research that we have carried out in this project employed a mixed-method approach, combining a comprehensive review of existing literature with the analysis of survey data that we have collected from Pakistani banking customers as well as insights from banking institutions. The survey that we designed and disseminated to Bank Customers gave us a closer look at who’s using mobile banking in Pakistan, how often they use it, how safe they feel doing so, how easy the apps are to use, and what kind of support they get when things go wrong. A few things stood out to us to begin with first, many people find the apps hard to use or they don’t work properly on all smartphones, which makes it especially tough for folks who aren’t super comfortable with or used to technology. Second, there’s a big concern around privacy, people worry that their personal info could be misused, which makes them hesitant to fully trust these apps in the first place or let banks customize services for them. Another issue is bad quality network conditions, especially in rural areas, which makes accessing mobile banking harder for a lot of people. Based on our insights from this survey, banking institutions and from reviewing the related literature we came to the conclusion that to encourage more people to use mobile banking, banks need to address both the technological and trust-related challenges that come with mobile banking. Simplifying app designs, ensuring data privacy, and improving infrastructure are some of the key steps. Additionally, banks should seek diverse and representative customer feedback to tailor their services effectively. To begin with, the design of mobile banking apps should be simple enough and user-friendly so that people from all age groups and levels of digital experience can use them without confusion or frustration. It’s important to note that we shouldn’t let these platforms don’t get or feel overly complicated, especially for users who aren’t very tech-savvy. Secondly, banks should take stronger steps to protect users’ personal information, as trust in how data is handled plays a big role in whether people feel safe using digital services and can often be the determining choice with accepting mobile banking for a lot of individuals. Thirdly, improving internet access essentially in rural or less developed areas can potentially make sure everyone can benefit from mobile banking. By hyper-focusing on these areas, banks can make mobile banking more appealing and accessible, which can in turn lead to increased lead generation, customer retention, customer satisfaction and broader financial inclusion in Pakistan. Supervised by Dr. Muhammad Usman

2025-01-01T00:00:00Z Azhar Mehmood, 01-322232-006 Anam Shabbir, 01-322232-040 http://hdl.handle.net/123456789/20100 2025-12-15T10:14:01Z 2025-01-01T00:00:00Z

Dynamic Pricing in Telecom: A Case Study on Zong Azhar Mehmood, 01-322232-006; Anam Shabbir, 01-322232-040 This study explores the feasibility and effects of implementing dynamic pricing in Pakistan’s telecom sector, specifically focusing on Zong CMPak Ltd. Telecom market of Pakistan is getting more and more saturated with over 196 million mobile subscribers. Increasing economic pressures, telecom operators are faced with the dual challenge of maintaining profitability while enhancing customer retention. Traditional static pricing models, that provide uniform rates across all segments and regions, have proven ineffective in addressing changing consumer demands, managing network congestion, and optimizing revenue. The research aims to tackle these challenges by exploring a pilot implementation of dynamic pricing across three geographically distinct regions, Region A, Region B, and Region C. The methodology involved segmenting the market based on the market share and customer experience and then making region-specific pricing adjustments for a selected voice offer. The evaluation examined trends in offer activation and revenue changes both before and after the implementation. Recent findings indicate that although there was a negligible decline of only 1% in total offer activations, dynamic pricing contributed to a 5.1% increase in the overall revenue from the voice offer portfolio. Insights specific to each region revealed that regions A & C, where Zong has a dominant market presence, responded positively to premium pricing. In contrast, region B benefited from a modest pricing adjustment. Furthermore, customer behavior showed a drift toward alternative bundles within the portfolio, which helped minimize revenue loss. The study concludes that dynamic pricing is both practical and beneficial in the context of Pakistani telecom industry. It allows a more precise alignment between pricing and network capacity. Key recommendations include expanding dynamic pricing to additional offers, investing in real-time data analytics infrastructure, and ensuring compliance with the Pakistan Telecommunication Authority’s transparency and data privacy regulations. These steps are essential for sustaining growth, enhancing customer satisfaction, and strengthening competitive advantage in a saturated market. Supervised by Dr. Danish Junaid

2025-01-01T00:00:00Z Hamza Sadiq, 01-322232-010 http://hdl.handle.net/123456789/20099 2025-12-15T09:38:09Z 2025-01-01T00:00:00Z

A Strategic Marketing Blueprintfor Alapala: Gaining Market Leadershipin Pakistan’s Milling Sector Hamza Sadiq, 01-322232-010 This project explores a comprehensive strategic marketing framework for Alapala Group, a globally renowned milling machinery manufacturer, aiming to strengthen its footprint in the highly competitive Pakistani flour milling and food processing industry. Despite its global presence in over 120 countries, Alapala has faced several challenges in Pakistan, including low brand visibility, limited local representation, and strong competition from established players such as Buhler and low-cost Chinese suppliers. The study identifies key market gaps and formulates a multi-dimensional marketing strategy designed to position Alapala as a preferred technology partner. The report incorporates tools such as SWOT analysis, Porter’s Five Forces, and Sustainable Development Goal (SDG) alignment, and emphasizes localized digital marketing, strategic exhibitions, and partnership modelsparticularly with Karam Kimyato penetrate regional markets and improve after-sales services. Primary objectives include enhancing brand recognition, generating qualified leads, improving service infrastructure, and establishing long-term channel partnerships. Notable outcomes include multiple project wins, improved customer engagement, and substantial return on minimal marketing investment. The findings affirm that locally adapted, relationship-driven marketing strategiescombined with high-quality solutionsare critical to achieving sustainable growth for industrial brands like Alapala in emerging markets such as Pakistan. Supervised by Mr. Adil Hashmi

2025-01-01T00:00:00Z Aimen Qaiser, 01-221232-003 Kashaf Raiz, 01-321232-013 Naimat Ali Taimoor, 01-321232-030 http://hdl.handle.net/123456789/19390 2025-04-22T06:50:07Z 2024-01-01T00:00:00Z

Reducing Order Return Rates through Optimized Payment Solutions: A Case Study on Daraz’s E-commerce Platform in Pakistan Aimen Qaiser, 01-221232-003; Kashaf Raiz, 01-321232-013; Naimat Ali Taimoor, 01-321232-030 This project is based on the challenges that are faced by e-commerce companies in Pakistan because of high order return rates - directly associated with the Cash on Delivery as payment method. Focusing on Daraz a leading e-commerce platform of Pakistan. It faces many challenges managing ‘Cash on Delivery’ (COD) payment method. COD, when introduced, was the main target for getting hold of customer trust in Pakistan for small businesses. But with the increased operations cost, returns, fraud and scam risk it has become hard for companies like Daraz to rely on COD as a major payment method. This report shows how Daraz can cope up with reducing complete reliance on COD and encourages customers to opt for digital transactions. The aim of the study is to examine why people hesitate to adopt digital transactions. By studying the obstacles which includes security measures, data privacy and trust issues in Pakistan. After analysing the data from a survey conducted, customers behaviour and Daraz history, this report finds the issues faced by customers and companies using COD as a payment method. It also suggests how could we encourage people to adopt digital transactions methods such as improved trust through communication and enhanced security protocols to increase transparency and confidence among customers in digital transactions. Moreover, this research suggests the return management must be improved like including unboxing videos and in-person product assessments to stop the fake or scam returns. Hybrid payment is encouraged nowadays globally, because it enables the customers to make purchases in a split amount. We can also name it ‘partial prepayment’. This report also highlights the importance of continuing customers trust and collaboration with fintech companies to ensure financial stability in rural and backward communities. Lastly, the research includes strategies for Daraz, which includes real-time analysis and full-scale implementation of the solutions proposed. By adapting these strategies, Daraz could be able to reduce its reliance upon COD, improve customer satisfaction and increase operational effectiveness. By using digital transactions Daraz will become the most leading platform in Pakistan’s digital market. Daraz’s profitability will grow as it will move towards digital payments. Supervised by Dr. M. Usman

2024-01-01T00:00:00Z