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BankIslami & MG Introduces Industry’s Lowest Auto Rental rate with Instant Processing

BankIslami, Pakistan’s leading Islamic bank, has announced a special collaboration with MG Motors Pakistan, offering customers the most competitive Shariah-compliant auto financing package in the industry.

With an unprecedented rental rate starting from just 4.99% (1-year equivalent rate 1.49%), BankIslami’s MG financing offer sets a new benchmark in affordability and convenience for auto consumers.

This exclusive campaign provides customers with same-day processing and quick approvals, financing of up to PKR 3 million and beyond.

It also offers flexible tenure options of 2 years at 9.99% and 3 years at 11.75%, shariah-compliant solution ensuring complete transparency and attractive coverage plans through BankIslami’s panel insurance partners.

The offer is available on select MG models including the MG HS and MG HS Plug-in Hybrid Electric Vehicle (PHEV), catering to customers who seek a perfect balance of modern design, advanced technology, and eco-friendly mobility.

Speaking about the collaboration, Syed Asif Ahmed, General Manager, Marketing Division, MG Motors Pakistan, said:
“This partnership with BankIslami further strengthens our vision of making premium mobility accessible for more people in Pakistan. Customers now have the opportunity to enjoy MG’s cutting-edge technology and eco-friendly vehicles, while benefiting from the industry’s lowest financing rates in a fully Shariah-compliant manner. It’s a win-win for innovation, affordability, and customer convenience.”

  • – Press Release

Master Changan Motors Limited (MCML) secures 3rd position in August 2025 with 1,486 units sold

Master Changan Motors Limited (MCML) secured the #3 spot in August 2025 with 1,486 units sold, surpassing Honda for the third time this year. This milestone highlights Changan’s growing consumer trust, competitive edge, and rising influence in Pakistan’s automotive market, led by Suzuki with 7,154 units and Toyota with 3,427 units.

The company’s momentum is fueled by a diverse portfolio tailored to evolving customer needs. The upgraded Changan Karvaan debuted last month, strengthening its lead as Pakistan’s most popular MPV with over 25,000 units sold. In the commercial segment, the Changan Sherpa has gained strong traction in institutional sales, becoming a top choice for corporates and vendors. Meanwhile, the newly launched Alsvin Black Series enhances Changan’s sedan appeal with premium features at competitive pricing. At the higher end, the Oshan X7 continues strong demand as Pakistan’s most sought-after seven-seater SUV.

In FY2025, Master Changan held the No. 1 position among new entrants and Chinese automotive brands, cementing its reputation as Pakistan’s most trusted new auto brand.

“Our ambition at Master Changan Motors is to redefine the future of mobility in Pakistan. Emerging as one of the country’s leading automotive players is only the beginning; our real goal is to shape a smarter, more sustainable industry that serves the evolving needs of our people. We are building not just cars, but a long-term vision of innovation, trust, and progress for Pakistan’s auto sector,” said Danial Malik, CEO, Master Changan Motors Limited (MCML).

With strong sales, an expanding portfolio, and a clear roadmap for electric mobility, Master Changan is securing its place among Pakistan’s leading automotive brands while shaping the future of mobility for generations to come.

JW Group Pakistan JV with JINGPENG for Light Electric Vehicles

JW Group Pakistan An industrial conglomerate, has officially announced a partnership with Jinpeng Group, China’s largest electric tricycle manufacturer and a global leader in light electric vehicles.

The partnership is aimed to help revolutionise Pakistan’s 2/3-wheeler market with new electric vehicle (EV) and gasoline production lines.

The collaboration marks a significant milestone in Pakistan’s automotive industry with the successful launch of production for both electric and gasoline-powered two- and three-wheelers at JW Group’s facilities in Lahore.

It may be noted that JW SEZ Group operates a joint venture with China’s SAIC Motor International, called MG JW Automobile Pakistan that manufactures MG vehicles in Pakistan.

Muhammad Javed Afridi, CEO of JW Corporation, said, “Our collaboration with Jinpeng Group represents a transformative moment for Pakistan’s manufacturing ecosystem. By combining our established nationwide distribution network and manufacturing facilities with Jinpeng’s technological expertise in electric vehicle production, we are not only addressing immediate market needs but also positioning Pakistan as a future export base for new energy vehicles throughout South Asia and beyond. This partnership directly supports our national industrial development goals while creating meaningful employment opportunities for Pakistanis”.

PROTON ACHIEVES BEST SALES IN 36 MONTHS AND PASSES 100,000 UNITS FOR 2025

·         PROTON Group sales close August at 15,228 units as key ICE models lead their segments

·         5,000 units of new Proton X50 delivered to customers just 38 days after launch event

Subang Jaya, 10 Sept 2025 – PROTON recorded its highest monthly sales volume in 36 months with 15,228 units sold (Domestic + Export) in August 2025, a strong performance that drove total sales past the six-figure barrier with 100,902 units sold so far this year. The achievement strengthened PROTON’s hold on second position in the sales rankings during a month when total industry volume (TIV) is estimated to be 73,890 units, its highest level in 2025.

Along with the increase in sales, PROTON’s market share for August is also estimated to have risen to 20.6%, matching the achievement in April and an increase of 1.3% over July, and as a result YTD market share is estimated to now be at 19.5% for 2025.

PROTON X50 doubles sales in August as ICE models continue to lead segments

The new PROTON X50 continued its momentum from July, when 999 units of the updated B-segment SUV leader were delivered to customers just seven days after its launch. With a whole month of deliveries to count in August, sales rose by an impressive 107.3% to end the month at 4,287 units, simultaneously making the PROTON X50 the sales leader in its class and the most popular SUV in Malaysia. When added to the units delivered in July, the achievement means over 5,000 units of the newest Proton offering are now in customer hands just 38 days after the model’s official launch.

Two other Proton ICE models were segment leaders in August. The Proton X90 sold a further 220 units in August, which was enough for it to maintain its hold as the D-Segment SUV sales leader. Meanwhile, the Proton S70 maintained its hold as the best-selling C-segment sedan, shifting 1,210 units in August to bring its YTD total to 11,960 units.

One month after celebrating its 40th birthday in July, the Proton Saga retained its position as Proton’s overall best-seller by achieving its second highest sales month of 2025. Sales exceeded the 6,000-unit barrier for the second month in a row with 6,331 units sold bringing the YTD total to 44,676 units, proving the inherent popularity of the model despite persistent market rumours regarding the impending launch of a new model.

Not to be outdone, the Proton X70 added a further 627 units to boost its YTD total to 5,598 units, placing it 39.4% ahead of its YTD sales volume from 2024, while the Proton Persona and Proton Iriz added a further 1,379 units and 305 units to their total sales respectively in August.

“August was a monumental month for PROTON. We achieve our best monthly sales performance in three years and crossed the six-figure sales mark for 2025, and this is a testament to our sustained market momentum. With more new models in the pipeline, we are confident of maintaining our performance level and end the year with more high sales achievements over the coming months,” said Zhang Qiang, Deputy Chief Executive Officer, Proton Edar.

Production planning and sales execution are keys to PROTON X50 success

The early success of the PROTON X50 may come as a surprise to many but it is the result of a well thought out and executed plan. Success was made possible by carefully planning our production volumes prior to the launch to ensure there were sufficient stocks to meet expected market demand. Additionally, a prelaunch publicity blitz comprising social media interaction, a nationwide tour and sponsorship of a popular local awards show coupled to early bird booking incentives meant the model started life with a full order book.

“The success we are enjoying with the PROTON X50 is a fitting reward for all the planning and work put in by the various teams at PROTON. Their efforts won’t stop there and will continue with more campaigns nationwide to draw the attention of buyers. As a reward to the market for their support, we will be extending the Gempak! Deal announced during the launch until the end of October this year so that more Malaysians can be incentivised to own the leading B-segment SUV,” added Zhang Qiang.

Proton e.MAS 7 remains best-selling EV as export sales volume reaches 49% growth

As the No. 1 EV model in Malaysia, Proton e.MAS 7 continues to build on its success. 852 units were sold in August (domestic + export), an increase of 20.7% compared to July bringing YTD sales to 5,811 units and reinforcing its position as the best-selling EV in Malaysia.

With the impending launch of the Proton e.MAS 5, the nation’s first affordable EV, and the recent launch of PROTON’s new state-of-the-art PROTON EV Plant in Tanjong Malim, hopes are high that locally assembled models will help boost the popularity of EV models for the company.

In tandem with the growth of PROTON’s EV sales, the company’s export sales volume is now 49% ahead of the previous year. August was the best month for exports with 586 units sold to various international markets to boost total YTD volume to 3,144 units. Volume drivers were the PROTON X50 followed by the Proton Saga and Proton e.MAS 7 with the latter expected to gain more year-end sales with its official introduction in Singapore due to occur on 17 September.

– Press Release

Changan’s Deepal L06 sedan debuts with world’s first 3nm cockpit chip

Changan‘s Deepal officially unveiled its L06 mid-size sedan on September 8, 2025. The new model offers standard LiDAR across all variants, a choice of extended-range electric vehicle (EREV) or pure electric (EV) powertrains, and a 3nm automotive-grade cabin chip.

The Deepal L06 adopts the brand’s latest design language. A standout element is the headlight cluster, which draws inspiration from the “cold orchid” and “ice crystal” to create a “blooming petal” style. The side mirrors are mounted on the door panels. In terms of dimensions, the L06 measures 4830mm in length, 1905mm in width, and 1480mm in height, with a wheelbase of 2900mm.

The rear design features a subtly upturned ducktail spoiler and a large diffuser, as well as a full-width taillight design, with the brand logo integrated into the centre.

Inside, the Deepal L06 presents a T-shaped dashboard layout. A large central control screen dominates the dashboard, with air vents positioned below. Drivers will also benefit from a 50-inch AR-HUD (Augmented Reality Head-Up Display). According to Changan, the vehicle is equipped with the world’s first 3-nanometre automotive-grade cockpit chip, which utilises the same manufacturing process as Apple’s A18.

The Deepal L06 offers two distinct powertrain options to cater to various driving preferences:

Pure electric (EV) version: This variant is equipped with a powerful 200 kW (268 hp) electric motor. It offers two battery pack options: a 56.12 kWh unit providing a pure electric range of 560 km, and a larger 68.82 kWh unit extending the range to 670 km.

  • Extended range electric vehicle (EREV) version: The EREV model features a 1.5L range extender with a maximum power output of 72kW, paired with a 175 kW (235 hp) electric motor. This version comes with a 28.39 kWh battery pack, offering a pure electric range of 180 km.

Source: carnewschina.com #Automark #Deepal

MG & MCB Partner to Offer Exclusive Auto Financing with Unmatched Benefits

Karachi, September 3, 2025: MG Motors Pakistan has partnered with MCB Bank Limited to introduce an exclusive auto financing package on its premium SUVs, the MG HS PHEV and MG HS Trophy, making luxury mobility more accessible for Pakistani customers.

The limited-time offer, valid from September 1 to October 31, 2025, is designed to provide affordability and convenience with the key benefits such as free registration, priority delivery, discounted financing rate of 1-Year KIBOR + 2.75% and insurance at just 1.5%.

This collaboration reflects MG’s commitment to delivering premium experiences with unmatched value while ensuring that customers can enjoy cutting-edge technology and eco-friendly driving solutions without financial strain.

Commenting on the partnership, Syed Asif Ahmed, General Manager, Marketing Division, MG Motors Pakistan, said “Our collaboration with MCB Bank underscores our vision of combining premium mobility with greater accessibility. With exclusive benefits such as free registration, priority delivery, and highly competitive financing rates, customers can now enjoy MG’s innovative SUVs with unmatched peace of mind and convenience.” -PR

SMEs: The Backbone of Pakistan’s Economy

Small and Medium Enterprises (SMEs) form the backbone of Pakistan’s economy, with over 5 million operating nationwide — 60% of them based in Punjab. Representing more than 90% of all businesses, including 72% of manufacturing companies, SMEs employ nearly 80% of the non-agricultural workforce. These enterprises contribute approximately 40% to the country’s GDP, 25% to export earnings, and provide livelihoods to over 25 million people.

Despite their significant role, SMEs face serious challenges. Majority of them operate outside the formal economy, limiting their access to institutional support. Only 6% of private sector credit is extended to SMEs, and they remain excluded from formal financial mechanisms. Outdated infrastructure, complex loan and tax procedures, poor awareness of Islamic banking products, and weak linkages with large firms and financial institutions further hinder their growth.

To unlock the full potential of SMEs, a series of incentive-driven reforms are needed. These include establishing an SME Council or Foundation in private sector with the back of government, recognizing successful formal SMEs as role models, and allocating 25% of government procurement quotas to SMEs. A centralized portal for tax payments, intermediary firms for accounting support, and subsidized energy policies can reduce bureaucratic burdens. Partnerships with universities for capacity building, development of Common Facility Centers, and the setup of industrial clusters — such as those in Rachna Industrial Park (Lahore), running under Federal Ministry  of  industries & Production — will promote sustainable growth.

To improve financial access, the creation of an SME Credit Information Bureau and a dedicated SME Credit Rating Agency (like India’s SMERA) is recommended. Promoting subcontracting relationships between SMEs and large firms, introducing SME-focused banks or low-interest loan windows in all banks, and training bank staff to promote Islamic banking in simple Urdu will support financial inclusion. Lastly, redefining SME classifications — with “Small” set at sales up to PKR 600 million and “Medium” up to PKR 2 billion — will help align policy support with business realities.

With focused policy interventions and coordinated support, Pakistan’s SMEs can transform into a dynamic engine of inclusive economic growth.

Engr. Iftikhar Ahmad,
EC Member LCCI (2024 – 2026)
Advisor – PAAPAM Skill Development Center (PSDC)
Former Chairman PAAPAM

This exclusive article has been published in Automark Magazine’s September-2025 printed and digital edition.

Grow Automotive Grow Pakistan

Learning from the PastEarning from the PresentGrowing from the Future

Episode: 6

Summary of the Last Articles

Countries that have economically developed through the auto industry, like America, Europe, Japan, Korea, and nowadays China, are a living example of this, while Pakistan’s development is also inseparable from the auto industry.

We also reviewed the auto market trend in Pakistan and the rest of the world. SUVs are liked for many reasons. Then, we reviewed the HEV business and the related business potential that can be started.

Then we had looked at the past of EV and found that the auto industry started with EV vehicles, maintained their place until the end of World War II, then IC engine vehicles made progress and left the EV industry behind.

After that, we had discussed the real journey of EV, from starting to mass production and the reasons for the rebirth of EV, and the marketed brands of EVs, including Electric Buses, started in different cities as a public transport within Pakistan.

In the last article, we discussed the growth of batteries from the early days to the present, a continuous journey of batteries. We discussed the battery’s history and growing journey, including market analysis in Pakistan.

Now Read On….

The World of Lithium

Global lithium demand is experiencing a significant surge, primarily driven by the widespread adoption of electric vehicles and the expansion of lithium-ion battery technology. This increased demand is creating a “race” to secure lithium supplies, with various countries and companies exploring new extraction methods and locations. While current production is increasing, projections indicate a potential supply shortfall in the coming years, highlighting the urgency of developing sustainable and efficient lithium extraction technologies. 

Factors Contributing to Increased Demand:

  • Electric Vehicle (EV) Adoption:

The transition from traditional combustion engines to electric vehicles is a major driver of lithium demand. As more countries implement policies to phase out gasoline-powered vehicles, the need for lithium-ion batteries in EVs continues to rise. 

  • Renewable Energy Storage:

Lithium-ion batteries are also crucial for storing energy generated from renewable sources like solar and wind power. As the world shifts towards cleaner energy solutions, the demand for these batteries, and thus lithium, is expected to increase further. 

  • Consumer Electronics:

Lithium-ion batteries are widely used in various consumer electronic devices, including mobile phones, laptops, and other gadgets. 

The Race for Lithium:

  • Exploration and Development:

With the looming supply gap, there is a global push to explore new lithium deposits and develop innovative extraction methods. 

  • Africa’s Potential:

Africa is emerging as a region with significant lithium resources, with projects underway in countries like Zimbabwe, Namibia, and Ghana. 

  • Technological Advancements:

Research and development are focused on improving lithium extraction techniques, including direct lithium extraction (DLE) and recycling of lithium-ion batteries. 

  • Regional Imbalances:

While global demand is increasing, regional demand is also unevenly distributed, with China, Europe, and the USA being major consumers of lithium. 

Challenges and Concerns:

  • Supply Shortfalls:

Projections indicate that global lithium demand could outpace supply by 2029, potentially hindering the transition to electric vehicles and renewable energy. 

  • Environmental Impacts:

Lithium mining and extraction can have significant environmental impacts, including water usage, land disturbance, and potential pollution. 

  • Ethical Concerns:

The race for lithium has raised concerns about human rights and the potential for exploitation in mining regions. 

The Future of Lithium:

  • Sustained Demand Growth:

Despite the challenges, the demand for lithium is expected to continue growing in the coming years, driven by the ongoing transition to EVs and renewable energy. 

  • Technological Innovation:

Advancements in lithium extraction and battery technology will be crucial for meeting this demand sustainably and efficiently. 

  • Geopolitical Implications:

The competition for lithium resources is likely to have geopolitical implications, with countries seeking to secure their own supplies and influence the global market.

  • Lithium Battery:

A lithium-ion battery, or Li-ion battery, is a type of rechargeable battery that uses to store energy. Li-ion batteries are characterized by higher specific energyenergy density, and energy efficiency and a longer cycle life and calendar life than other types of rechargeable batteries.

Noteworthy is a dramatic improvement in lithium-ion battery properties after their market introduction in 1991; over the following 30 years, their volumetric energy density increased threefold while their cost dropped tenfold. In late 2024 global demand passed 1 terawatt-hour per year, while production capacity was more than twice that.

Usage of Lithium Batteries

The invention and commercialization of Li-ion batteries has had a large impact on technology, as recognized by the 2019 Nobel Prize in Chemistry. Li-ion batteries have enabled portable consumer electronicslaptop computerscellular phones, and electric cars. Li-ion batteries also see significant use for grid-scale energy storage as well as military and aerospace applications.

  • Developments of Lithium Batteries

M. Stanley Whittingham conceived intercalation electrodes in the 1970s and created the first rechargeable lithium-ion battery, based on a titanium disulfide cathode and a lithium-aluminium anode, although it suffered from safety problems and was never commercialized.[12] John Goodenough expanded on this work in 1980 by using lithium cobalt oxide as a cathode.[13] The first prototype of the modern Li-ion battery, which uses a carbonaceous anode rather than lithium metal, was developed by Akira Yoshino in 1985 and commercialized by a Sony and Asahi Kasei team led by Yoshio Nishi in 1991.[14] Whittingham, Goodenough, and Yoshino were awarded the 2019 Nobel Prize in Chemistry for their contributions to the development of lithium-ion batteries.

  • The growing demand

For safer, more energy-dense, and longer-lasting batteries is driving innovation beyond conventional lithium-ion chemistries. According to a market analysis report by Business Intelligence, next-generation battery technologies—including lithium-sulfur, solid-state, and lithium-metal variants are projected to see significant commercial adoption due to improvements in performance and increasing investment in R&D worldwide. These advancements aim to overcome limitations of traditional lithium-ion systems in areas such as electric vehicles, consumer electronics, and grid storage. [24]

  • History of Lithium Batteries
  1. Research on rechargeable Li-ion batteries dates to the 1960s; one of the earliest examples is a CuF/Li battery developed by NASA in 1965.
  • Exxon tried to commercialize this battery in the late 1970s, but found the synthesis expensive and complex, as is sensitive to moisture and releases toxic gas on contact with water. For this, and other reasons, Exxon discontinued the development of Whittingham’s lithium-titanium disulfide battery.
  • In 1980, working in separate groups Ned A. Godshall et al.,[26][27][28] and, shortly thereafter, Koichi Mizushima and John B. Goodenough, after testing a range of alternative materials, replaced TiS2 with lithium cobalt oxide (LiCoO2, or LCO), which has a similar layered structure but offers a higher voltage and is much more stable in air. This material would later be used in the first commercial Li-ion battery, although it did not, on its own, resolve the persistent issue of flammability.[25]
  • These early attempts to develop rechargeable Li-ion batteries used lithium metal anodes, which were ultimately abandoned due to safety concerns, as lithium metal is unstable and prone to dendrite formation, which can cause short-circuiting. The eventual solution was to use an intercalation anode, similar to that used for the cathode, which prevents the formation of lithium metal during battery charging. The first to demonstrate lithium ion reversible intercalation into graphite anodes was Jürgen Otto Besenhard in 1974. Besenhard used organic solvents such as carbonates, however these solvents decomposed rapidly providing short battery cycle life. Later, in 1980, Rachid Yazami used a solid organic electrolyte, polyethylene oxide, which was more stable.[31][32]
  • In 1985, Akira Yoshino at Asahi Kasei Corporation discovered that petroleum coke, a less graphitized form of carbon, can reversibly intercalate Li-ions at a low potential of ~0.5 V relative to Li+ /Li without structural degradation. Its structural stability originates from its amorphous carbon regions, which serving as covalent joints to pin the layers together.
  • In 1987, Yoshino patented what would become the first commercial lithium-ion battery using this anode. He used Goodenough’s previously reported LiCoO2 as the cathode and a carbonate ester-based electrolyte. The battery was assembled in the discharged state, which made it safer and cheaper to manufacture.
  • In 1991, using Yoshino’s design, Sony began producing and selling the world’s first rechargeable lithium-ion batteries. The following year, a joint venture between Toshiba and Asahi Kasei Co. also released a lithium-ion battery.[25]
  • Significant improvements in energy density were achieved in the 1990s by replacing Yoshino’s soft carbon anode first with hard carbon and later with graphite. In 1990, Jeff Dahn and two colleagues at Dalhousie University (Canada) reported reversible intercalation of lithium ions into graphite in the presence of ethylene carbonate solvent (which is solid at room temperature and is mixed with other solvents to make a liquid). This represented the final innovation of the era that created the basic design of the modern lithium-ion battery.
  1. In 2010, global lithium-ion battery production capacity was 20 gigawatt-hours. By 2016, it was 28 GWh, with 16.4 GWh in China. Global production capacity was 767 GWh in 2020, with China accounting for 75%. Production in 2021 is estimated by various sources to be between 200 and 600 GWh, and predictions for 2023 range from 400 to 1,100 GWh.
  1. In 2012, John B. Goodenough, Rachid Yazami and Akira Yoshino received the 2012 IEEE Medal for Environmental and Safety Technologies for developing the lithium-ion battery; Goodenough, Whittingham, and Yoshino were awarded the 2019 Nobel Prize in Chemistry “for the development of lithium-ion batteries”. Jeff Dahn received the ECS Battery Division Technology Award (2011) and the Yeager award from the International Battery Materials Association (2016).
  1. In April 2023, CATL announced that it would begin scaled-up production of its semi-solid condensed matter battery that produces a then record 500 Wh/kg. They use electrodes made from a gelled material, requiring fewer binding agents. This in turn shortens the manufacturing cycle. One potential application is in battery-powered airplanes. Another new development of lithium-ion batteries are flow batteries with redox-targeted solids that use no binders or electron-conducting additives, and allow for completely independent scaling of energy and power.

Pakistan’s Future with Lithium

With the brand launch in Pakistan of BYD, a Chinese company that sells electric vehicles worldwide, while its global network seems to be strengthening, new opportunities have emerged for Pakistan’s auto sector.

Wait for World of Lithium and Future of Pakistan’s with Lithium and Lithium Batteries, by staying connected with Monthly AUTOMARK, then say together Grow Automotive Grow Pakistan, INSHALLAH. ‏

This exclusive article has been published in Automark Magazine’s September-2025 printed and digital edition. Written by Mumtaz Hussain

Promises vs Service: The Hidden Test for New Auto Entrants

“Ask any car owner what truly matters once the excitement of a new purchase settles, and you’ll find the answer isn’t horsepower, sleek design, or even fuel efficiency. It’s something far more practical, peace of mind. The confidence that if the unexpected happens, whether it’s a breakdown, a faulty part, or even a small technical issue, help is just a call away. That assurance is what transforms a car from just a machine into a dependable companion.”

The “Product” that an automotive brand sells is not just a vehicle; it’s a promise. The most valuable part of that promise is the peace of mind that comes from knowing you have a reliable support system. This peace of mind is what transforms a customer from a one-time buyer into a loyal, lifelong brand advocate. It’s built on several pillars like Accessibility, availability of Genuine parts, Competence of Technicians, Fair Pricing and Maintenance, Customer-centric support, etc. In a market like Pakistan, where a car is often a significant, long-term investment, the after-sales experience is not just a driver of loyalty; it’s a decisive factor in the initial purchase decision itself. Potential buyers are no longer just looking at the vehicle’s features, they are also evaluating the brand’s reputation for after-sales service. while the initial purchase is a moment of excitement, the real test of an automotive brand’s value is its ability to provide unwavering support and assurance throughout the ownership journey. It’s the peace of mind that transforms a car from a mere “machine” into a “dependable companion” and, in the process, builds an unshakeable foundation for business success.

When there is a new car brand coming to Pakistan’s market, it usually comes with a sense of glamour. Glitzy showrooms open with fanfare and promotional campaigns, and assure cutting-edge features at competitive rates. For most buyers, these introductions come as welcome relief in a market long dominated by a few familiar brands. The consumer is looking for new options, new technologies, and competitive prices. Hype at the start is not something to deny. But as the launch dust settles, a more profound question arises: whether or not these brands can deliver on what ultimately counts in the long term, good service and availability of spare parts. In the Pakistani auto industry, the sustainability test has never been about the aesthetics of the launch itself or the sheen of commercials. It’s what occurs when a customer requires assistance, be it a routine service, a spare part, or a breakdown away from a large city.
The Challenge of Coverage – Pakistan’s enormous geographic size complicates countrywide coverage of service.

There are enormous distances, varied road conditions, and a burgeoning number of car owners, so logistical needs are gigantic. Spare parts must be delivered not just to primary urban centers but also to secondary cities and developing towns, where customer bases are ever-more active. Service centers need skilled personnel, advanced diagnostic equipment, and stable supply chains to be effective. Without this platform, promise.
Legacy Brands and Their Journey – Established players such as Toyota, Honda, and Suzuki did not gain their present presence overnight. Their power is the outcome of years. Decades of sound investment, step-by-step expansion, and building of customer trust. Of these, Toyota offers a particularly telling illustration. Having had more than 15 years of hands-on professional interaction with Toyota operations, I have witnessed firsthand how systematic and disciplined their process has been. From establishing good facilities for equipment. Suzuki also came to Pakistan in the 1980s, and though its vehicles tended to be priced as budget choices, Suzuki consistently built up its after-sales presence. By localizing spares and making sure that mechanics all over the country had proper training, Suzuki made accessibility one of its biggest selling factors. Honda too took the same route, consistently building its brand via reliability in customer services and spares availability. For all three, the journey. These players’ experience offers vital lessons for new entrants today.

Customers are attracted to a new brand by design, performance, or price, but only when after-sales support is up to expectations is loyalty secured. A breakdown on the road, or even a minor requirement like a replacement filter, is what puts a customer’s through the test of time a customer’s decision. Toyota’s long-standing reputation in Pakistan isn’t just because the Corolla became a household name, but because owners. This is where new entrants have much more razor-sharp timeliness. Their ancestors did not have the luxury of decades to gradually mature their networks. Today’s consumer is well-informed, more connected, and much less patient. In a time when online platforms flaunt customer experiences in an instant, week-long delays for spare parts or a lack of service centers beyond big cities can land the company in reputational trouble in no time. The error margin has never been smaller.

There is also a huge opportunity buried in this challenge. Pakistani consumers now are no longer the same as they existed two decades ago. They are more educated, more connected, and more open to trying alternatives beyond the customary three brands. Social media, online opinions, and word of mouth travel faster than ever before, spreading risk and reward for new entrants.

Economic factors have also reoriented consumer behavior. Parents desire cars that are economical, low maintenance, and cheap to operate over the long haul. Younger buyers often first-generation car owners, are meanwhile drawn to new technology, contemporary looks, and upgraded safety features. This alignment opens the market for new entrants that can provide genuine value. But value in the automobile business is never just about price. Pakistani consumers, urban or rural, desire the assurance that their money will not become a headache the instant something fails. A brand that combines competitive pricing with reliable after-sales service immediately commands respect, and respect equals loyalty. Indeed, a good service experience matters more often than the height of the purchase itself. For new players, it is the covert test.

If they demonstrate that having their car is not just thrilling on day one but also convenient on day one hundred, they can get a toehold in the market much faster than earlier competitors. If they lose, though, the market’s memory will be fleeting, the launch-day buzz will dissipate, and the brand will quietly fade into oblivion, recalled only as another lost chance.
Takeaway from this article:
For new entrants, the message is urgent and clear: invest in service networks as much as you invest in sales. Pakistan’s automotive landscape is shifting quickly, and consumer expectations are higher than ever. In this environment, bold promises might secure the first sale, but only consistent service secures the second, the third, and every one after. The lesson is simple and profound: cars may be sold in showrooms, but brands are built in workshops. After-sales service and spare parts availability are not side considerations; they are the backbone of sustainable success. Toyota’s long-term dominance in Pakistan proves that reliable service infrastructure is the most powerful driver of trust, stability, and lasting customer loyalty.

For new entrants in Pakistan’s automotive market, the true battle for survival is not fought on the showroom floor, but in the service bay. While a compelling product gets them in the door, it is the unwavering commitment to a reliable, transparent, and efficient after-sales service that determines whether they will thrive or fail. The ability to bridge the gap between their initial promises and the lived reality of their service network is the hidden test that will ultimately separate market leaders from mere passing trends.

Auto Investment Pakistan: How Regulators Can Promote and Assure Foreign Automobile Investors in Pakistan

Introduction
Dear Readers, Pakistan with its population of over 240 million people, represents one of the largest emerging markets in Asia. The automobile sector in Pakistan has historically been dominated by a couple of local assemblers, but with the rising middle class, rapid urbanization, and government efforts toward industrialization, there is enormous potential for foreign automobile companies to invest. However, foreign investors are often concerned about regulatory uncertainty, inconsistent policies, tariff barriers, and lack of assurances about their long-term profitability. To attract and retain investment in this vital sector, regulators in Pakistan must develop transparent, investor-friendly, and mutually beneficial frameworks. This article explores how regulators can assure foreign automobile investors, design effective mechanisms, build roadmaps, and leverage international opportunities such as special tariff approvals from the United States.

Current Challenges for Foreign Automobile Investors in Pakistan

Policy Instability: Investors often worry about abrupt changes in import duties, tariffs, or auto policies that can disrupt their planning and profitability.

  1. Regulatory Ambiguity: Lack of clarity regarding compliance, taxation, and safety standards creates uncertainty.
  2. Infrastructure Limitations: Inadequate supply chain networks, power shortages, and port inefficiencies discourage foreign companies.
  3. Local Competition and Protectionism: Some policies favor existing local players, discouraging new entrants.
  4. Currency Volatility: Exchange rate fluctuations make it difficult to predict future costs and profits.
    Unless these challenges are addressed, Pakistan risks losing out on foreign direct investment (FDI) in the automobile industry.
    The Role of Regulators
    Regulators are crucial in creating a safe, predictable, and growth-oriented environment. They must serve as facilitators rather than mere enforcers. The role of regulators can be categorized as follows:
  5. Policy Stability and Predictability
    o Regulators must assure investors that policies will remain consistent over a minimum period (e.g., 10–15 years). Long-term policy commitments encourage companies to set up manufacturing plants and research facilities.
  6. Transparency in Procedures
    o A single-window digital portal should be created for licensing, approvals, and compliance submissions. This reduces bureaucratic hurdles and corruption.
  7. Investment Protection Framework
    o Regulators should introduce legally binding investment protection agreements to assure investors that their assets and profits are secure.
  8. Collaboration with Stakeholders
    o Regular dialogue between government authorities, auto manufacturers, suppliers, and labor unions can create policies that benefit all stakeholders.
    Mechanisms for Assuring Investors
    If Pakistan does not currently have strong mechanisms, it must design them strategically. Some proposed mechanisms include:
  9. Automobile Investment Regulatory Authority (AIRA)
    o Establish a dedicated authority focusing solely on foreign and local auto investors.
    o AIRA can act as a liaison between investors and government departments, providing a one-stop solution for queries, approvals, and dispute resolution.
  10. Public-Private Investment Boards
    o Create joint committees with representation from foreign investors, government, and local manufacturers. These boards can review policies and resolve challenges quickly.
  11. Dispute Resolution Mechanism
    o Establish independent arbitration centers for resolving disputes between the government and investors to avoid long litigation.
  12. Special Economic Zones (SEZs)
    o Design automobile-focused SEZs with tax holidays, duty exemptions, and infrastructure support. These zones can attract world-class manufacturers.
  13. Research & Development Support
    o Offer incentives for companies that set up R&D facilities in Pakistan, ensuring knowledge transfer and skill development.
    Mutual Benefits of Investment
    Foreign automobile investment should not be seen as a one-sided gain. Pakistan and investors can benefit mutually if regulators design smart policies:
  14. For Pakistan:
    o Job Creation: Setting up plants creates thousands of direct and indirect jobs.
    o Technology Transfer: Modern manufacturing technologies will be introduced in Pakistan.
    o Export Potential: With the right infrastructure, Pakistan can become a regional hub for automobile exports.
    o Economic Growth: Increased FDI leads to GDP growth and better tax revenues.
  15. For Investors:
    o Access to a Growing Market: Pakistan’s middle class is expanding, creating demand for modern cars.
    o Lower Production Costs: Cheap labor and government incentives can reduce costs.
    o Strategic Location: Proximity to Central Asia, China, and the Middle East provides investors with access to multiple markets.
    o Preferential Tariffs: Agreements with the US and other countries can allow duty-free exports.

Leveraging Special Tariff Approval from the US President
Recently, Pakistan has had opportunities to secure preferential tariff treatment from the United States. If regulators can negotiate special tariff approvals, foreign investors can gain huge advantages by producing in Pakistan.

  1. Opportunity for Export-Oriented Investment
    o If vehicles manufactured in Pakistan can be exported to the US with reduced or zero tariffs, investors will find Pakistan an ideal production hub.
  2. Encouraging Joint Ventures
    o Regulators can encourage joint ventures between US companies and local partners, ensuring that tariff benefits are maximized.
  3. Negotiating Bilateral Agreements
    o Regulators must actively engage with the US government to make sure that tariff approvals include automobile exports.
  4. Policy Alignment
    o Policies in Pakistan must be aligned with US automotive standards to ensure smooth exports.
  5. Special Export Zones for US Market
    o Create dedicated export-focused zones where vehicles are manufactured for the US market under special tariff conditions.

Future Roadmap for Regulatory Success
For Pakistan to become a global automobile investment hub, regulators must adopt a clear roadmap:

  1. Short-Term (1–3 Years):
    o Establish the Automobile Investment Regulatory Authority (AIRA).
    o Offer tax holidays and duty exemptions for early entrants.
    o Simplify compliance through digital systems.
  2. Medium-Term (4–7 Years):
    o Develop automobile SEZs with complete infrastructure.
    o Encourage local component manufacturing to reduce reliance on imports.
    o Create bilateral tariff agreements with the US, EU, and Middle East.
  3. Long-Term (8–15 Years):
    o Position Pakistan as an automobile export hub.
    o Develop EV (Electric Vehicle) policies to attract futuristic investments.
    o Establish global-standard R&D centers in Pakistan.

Conclusion
For Pakistan to attract and assure foreign automobile investors, regulators must move beyond traditional bureaucracy and become facilitators of growth. By ensuring policy stability, transparency, investor protection, and dispute resolution, Pakistan can create an environment of trust. Designing new mechanisms like AIRA, SEZs, and arbitration centers can further enhance investor confidence. With mutual benefits such as job creation, technology transfer, and access to a large consumer market, Pakistan has much to offer global automobile investors. Most importantly, leveraging opportunities like special tariff approvals from the US President can transform Pakistan into a strategic automobile hub for regional and global markets. A clear roadmap with short, medium, and long-term goals will ensure sustainable success and a bright future for Pakistan’s automobile industry.

This exclusive article has been published in Automark Magazine’s September-2025 printed and digital edition. Written by Aqeel Bashir