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Contents
1. Executive summary: ...................................................................................................................2
2.Current Marketing Situation: .......................................................................................................2
a. Market Description: .................................................................................................................2
b. Product Review: ......................................................................................................................2
c. Competitors Review:............................................................................................................... 3
d. Distribution Review:................................................................................................................4
3. Threats & Opportunities: .............................................................................................................4
4. Objectives and Issues: .................................................................................................................5
5. Marketing strategies.....................................................................................................................5
a)Identifying consumer market....................................................................................................5
b) Segmentation..........................................................................................................................5
c)Targeting..................................................................................................................................6
d)Differentiation & positioning...................................................................................................6
e) Threat & Opportunity alignment..............................................................................................6
6. Action program............................................................................................................................7
7.Budget............................................................................................................................................8
control...........................................................................................................................................9
8.Exhibits..........................................................................................................................................10
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1.Executive summary:
J. can is a fashion retail brand that is rich, elegant and stylish in traditional ensembles. The philosophy behind
establishing J. is to revive Pakistan’s traditional Shalwar Kameez. The aspect of adding a modern touch to them is
what makes this brand exclusive. Its mission is to ‘continuously be innovative with designs that provide perfect fit
and to follow by the quality, simplicity and authenticity designs’.

J. targets customers nationally and internationally both. Its goal is to grow even more as it is about to open an outlet
in Saudia Arab as well. Another goal is to keep being the ‘trend setter’ in the industry by the rare combination of
blending tradition with latest fashion trends to retain its innovative aspect. J. also plans to widen their product
portfolio by enlarging their product line as it has already targeted beauty, fragrance and accessory markets.
J. website repeatedly mentions that the focus is on promoting traditional wear with a blend of modernism. However,
with the growing demand for western-wear, J. is failing to keep up with them and is failing to enlarge their business
portfolio accordingly. Young and middle-age generation today demand a mix of eastern and western apparel for day
to day.

While J. positions itself as a promoter of traditional and modest wear, they can fill in the market gap of modest
western wear by introducing modest skirts and gowns for females and modest office-wear for both genders. Many
competitors are already targeting the preference of consumers for western wear so to keep up with the competition,
to grow in all dimensions, and remain a trendsetter, this product development can deem perfect for the company as it
satisfies the brand image of promoting modest clothing simultaneously.
2.Current Marketing situation:
a) Market Description:
The total market potential is the Pakistani community and the South-Asian community living abroad (UAE, UK,
Qatar etc.) including men, women, and children. The consumers enjoy their exclusive modern touch to traditional
clothes. Hence, J. segments people in terms of age (children, young, and middle-age), gender (male and female),
income (middle to upper class) and beliefs (religious groups). It targets it by offering modest and trendy clothing
options. Junaid Jamshed has positioned itself such that its Shariah-compliant designs have given it a competitive
advantage as it tries to promote modest-wear. Its market size is increasing with time with more outlets being opened
both domestically and internationally to meet customers’ demands. Its market can be divided into the following
segments:
i. Geographic: For easy accessibility and availability of products to the customers, J. has 50+ outlets located in
busiest shopping areas of Pakistan especially high-class areas such as DHA and in the best malls in other countries
(keeping in view the needs of international customers).
ii. Demographic: They cater to the wants of customers depending on their gender, age, and income. They offer
sherwanis, kurta bunnat and waistcoat for men whereas kurtis, frocks, lawn collections for women. They have
different collections for different age groups including separate ones for adults, teens, and kids. Moreover, they offer
different price ranges for middle- and high-income customers i.e. 0 – 5000 PKR and above 5000 PKR. They also
have a strong hold on e-commerce through its website.
iii. Psychographic: They design modest yet fashion savvy clothes to cater to the needs of almost 70% customers
who prefer to follow Shariah.
iv. Behavioral: Wedding clothes are only occasionally segmented as these are only bought for weddings.

b) Product Review:
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Junaid Jamshed’s portfolio is quite diverse and aims to cater the wants of men, women, and children for Eastern
designer wear, within and outside Pakistan. Their men’s collection has both formal and casual wear including kurta
bunnat, shalwar kameez, waistcoat, unstitched fabric, groom articles and footwear. Their women’s collection
includes kurti collection, lawn collection (stitched and unstitched), silk collection, hand-woven collection, trousers,
stoles and foot wear. It also offers makeup, bags and jewelry for women. Whereas for men it offers, traditional
sherwanis, turbans, khussas and other accessories (beard oils, shawls).J. also has an exceptional children’s collection.
Apart from clothes and shoes, they also have a wide variety of fragrances for both men and women.

The price range for J.’s female clothing and other products are generally affordable than their competitors because
their target market are modest customers who like to spend reasonable and decent money on their clothing
purchases. The company has 50+ outlets in all 4 provinces of Pakistan and also in Mirpur which is in the disputed
territory territory of Jammu Kashmir. Majority outlets are in cities of Punjab such as Lahore, Sialkot, Islamabad,
Faisalabad, Mandi bahauddin, Gujrat, Jhelum, Sahilwal, Sargodha, Taxila, Rahimyarkhan, Bahawalpur, Multan,
Rawalpindi, and Gujranwala. J. has its branches in Karachi, Larkana, Sukkur and Hyderabad in the Sindh province,
in Quetta in the province of Baluchistan and, in Peshawar, Swat, Mardan and Abbottabad in the province of KPK.
Outlets can easily be found in most of the famous shopping malls across the country for example Dolmen, Packages,
and Centaurus etc. As J. also sells internationally; it has outlets in the Middle-East, Australia, Canada, New Zealand,
South-Africa, UAE, UK and is soon opening outlets in Saudi Arabia as well. Other than its geographical stores, it
also sells through their online website www.junaidjamshed.com with doorstep delivery.
In terms of the packaging, J. provides its personalized shopper-bags and plastic wrapping for safety and elegant wrap
for the product. In terms of advertisement, J. holds a strong presence on online websites and social media as well as
on television. However, J. relied mainly on its founder Junaid Jamshed’s appearances on television shows. But after
his demise, there strategy got weak.

Junaid Jamshed has a revenue of $63.9M as of August 2019. Approximately 80% of their total revenue includes
clothing sales. This clearly shows that clothing portfolios, especially women’s wear is their largest and strongest
portfolio. In terms of pricing, Junaid Jamshed is providing good quality products at comparatively lower prices than
its competitors e.g. the lowest price of an unstitched three-piece suit is about 3400 at J. in comparison to 4000 at
Eden Robe. This helps them in satisfying and giving value to the customers. J. has a gross margin of only about 15%
- 20% in comparison to Pakistan’s top clothing brands i.e. Maria B, HSY those have an average margin profit of
30% (assumed according to prices). They keep a minimal profit margin even when the raw materials’ prices
increase. All these things make the brand suitable for all occasions and seasons.

c) Competitors review:
The top 10 competitors of J.by Junaid Jamshed are Khaadi, Eden Robe, Motifz, Sana Safinaz, Gul Ahmed, Bonanza,
Sapphire, Maria.B, Agha Noor, generation. J.’s revenue is ranked 3rd among its top 10 competitors. The top 10
competitors average 68.8M. Together they have raised over 2.1M between their estimated 2.7K employees.
Khaadi has been one of J.’s top competitors positioned as promoter of eastern-clothes but more trendier. Khaadi is in
the Textiles industry and sells eastern pret wear, unstitched and stitched clothing for females and also makes eastern-
wear for men. Like J., it has its own fragrance line and sells accessories as well. However, unlike J. Khaadi has a
product line for household items under the name ‘Khaadi Home’. Khaadi’s and J.’s prices are almost the same but
J’s are relatively more affordable. Junaid Jamshed generates 63% of Khaadi's revenue as Khaadi’s revenue is
expected to be more than $100m. Junaid Jamshed competes in the Retail Distributors field with Khaadi because just
like J. it also sells in national and international markets both. Khaadi’s outlets in Pakistan are 52 which are almost
the same as J.’s. Both of the brands advertise on online on websites and social media as well as on television.
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However, Khaadi has a stronger promotion and advertisement strategies as J. relied mainly on its founder Junaid
Jamshed’s appearances on television shows. But after his demise, there strategy got weak.

The market position of Maria B is very strong in the fashion industry as well and it is not only famous and demanded
by the people in Pakistan but in the international market also. Hence, it sells its articles online like J. The product
range of this brand includes bridal wear, party wear, casual wear, hand bags, shoes and perfumes etc. However,
Maria B does not target the male audience like J or has a beauty or fragrance line. Its main focus is on bridal wear
whereas J’s main focus is on pret and unstitched. The price range is more expensive than J. as its casual wear article
starts from 9000 pkr alone whereas J. starts with 3000 pkr. There are only 20 outlets of Maria-B in which is only
40% of J outlet’s in Pakistan. But they both have a very strong social media presence but again, J.’s promotion and
advertisement strategies are weaker for the same reason as Khaadi’s.

d) Distribution review:
J. stores are specialty stores that carry narrow product lines with deep assortments within those lines.
The distribution channel for J. is actually the 2 nd one which starts from producer to retailer to consumer but J. is the
producer of its own clothing line, sells it in its own retail shops and then distributes it in their multiple outlets within
Pakistan and abroad. Its indirect form of selling abroad also includes Amazon where it is registered in UAE. It
informs a delivery within 2-4 working days if Pakistani’s buy it from the online website whereas it informs a
delivery of 3-7 working days if an order is placed from outside of Pakistan.
.
The extremely mass supply chain system of J. is massive and very well managed from ordering raw materials from
its suppliers to manufacturing its products to a sales force team planning sales strategies. Even the marketing and
advertisement process is in-house. This ensures quality control throughout and hence promises value delivery
network trying to capture customer value by giving it first. The feature of allowing a tracking service on the website
is also available to trace the article in the delivery process.
3)Threat & Opportunity analysis:

Opportunities: Threats:

● It can tap into the market of Halal nail
polishes that are in a huge demand by
Muslim markets due to their concern for
‘wudu’
● It can develop its beauty line by
introducing ‘Halal’ makeup made with
halal ingredients.
● It can tap into skincare line for kids and
men
● Recent news outlets in UK and Canada
can expand Junaid Jamshed’s market
internationally. This will further create
more opportunities to open stores in
different parts of Europe.
● Bridal wear serves to be a huge market in
Pakistan which J. can enter
● Maria B, HSY and Deepak Parwani have
been in the fashion market for a long
time with their bridal market and have
very strong brand-customer loyalty. It
makes it difficult for J. to build
customers in that field.
● New entrants like Rang Ja, Kayseria and
Motifz are posing a threat to J. by
providing customers more places to shop
thus diluting J.’s market shares.
● People of Pakistan especially youth like
to have both modest Western and Eastern
wear in their wardrobe. Customers prefer
to go where they can find everything in
one shop. Such a one-stop shop is a
threat to J.
For Example: Ethnic by outfitters and
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● J. can open its own home-based line Sapphire provide both clothes in their
● J. can start selling quality and appealing shop serving as one-stop shopping to
jayenamaz which can also be sold as a gift customers.
● SOP requirements in a pandemic raises
costs and reduces profit margin for J.

4)Objectives and Issues:

a) Objective#1: J’s objective is to expand within the districts of Pakistan (market penetration) and in
international markets (market development) as much as they can. They want an increased market share
within Pakistan while ensuring quality along as many of its competitors like Khaadi and Sapphire are
expanding with the same strategy.
Issues: Economic factor- the whole world is facing recession (due to COVID-19), the inflation has
increased causing the production cost to be increased. The sales have declined a lot in this pandemic because
the buying power of people decreased due to lay-off from work and low-income work. The economy of
Pakistan has severely impacted and even the GDP growth for this fiscal year has gone negative (-0.4%).
Hence, it will be hard to meet their expansion goal.

b) Objective#2: Diversify their product portfolio (product development)

J. is continuously growing in different dimensions like it introduced its own fragrance line but the growth
does not stop just there. To keep up with the market competition, it can introduce a home-line selling
bedsheets and covers just like Gul Ahmed and Khaadi. It should also enter the western-apparel market while
aligning with its modest views.
Issues: Political-religious factor affects sales of J. As the main offices, factory and management are located
in Karachi, where conditions are unpredictable. Everyday due to political conflict or some problem, the stock
market is facing decline and so are businesses. Due to various attacks and curfews, the company has to close
its business which impacts sales negatively. Also, a brand's positioning with controversial religious views
can repel many customers from buying. Already many of the competitor’s customers do not buy from J. due
to its promotion of covered women. This already hinders the sales of the company as those Pakistani women
who want to buy trendier clothes and want to be fashion savvy, they opt for J.’s competitors. Junaid
Jamshed’s controversial statement about a religious figure caused a drop in sales for the company.

5. Marketing Strategy.
Understanding the marketplace and evolving customer needs and wants:
The eastern preferring customers from the same market J. previously targeted now increasingly demand more
western-wear. The male and female audience today demand’s formal modest-western wear for their work (office and
sales pitches), academia (student presentations) and occasional-wear(get-togethers)
Working & student Working & Student male Occasional-wear female
female clientele: clientele: clientele:
1. Long & loose 1. waist coat (makes one 1. Long skirts
Culottes worn over shalwaar 2. Dresses
2. formal blazer (long- kameez but not on
lengthened) western shirts).

s the design philosophy is formal and modest so there will be no drastic changes in
sign and cuts from age 17-34 except for sizes in the respective categories.
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a. Segmentation
J. can use multiple segments as a basis for population segmentation by gender, age and lifestyle and culture
(Demographic segmentation), population density in terms of rural/urban (Geographical segmentation), and social
class (Psychographic segmentation). 
1. The formal wear for women can be worn by females aged 17-34 as they vary from student internees to
corporate employees.
2. The formal wear for men can be worn for the males aged 17-34.
3. Occasional-wear female clientele seen in get-togethers and tea parties will mainly be in age bracket 17-29.
Pakistan has 51% Out of which male They either live in either they fall in the
m en, 48.76% and female aged 17- rural lower class(57%),
wom en 0.24% 34 are 30.9% that J. areas(64.9% )or middle class (38% )
transgender can target urban (35.1% ). or upper class(5% )

Sources for these figures have been mentioned in exhibit 5A.

b. Targeting:

Considering that 35.1% of the population lives in urban areas out of which 21.8 % of the urban population is middle
class, the total target market by age, urban area and social class(middle-class) for J. is 49 lack 8 thousand and 995
people out of which around 25 lack are males and 23 lack are females.
Calculations shown in exhibit 5B

c. Differentiation & Positioning (J. value proposition)

J. Value-proposition is reasonable and fair prices and good
quality apparel to gain customer delight and profitable
relationships with its customers (Exhibit 5C). Their existing
positioning on perception-positioning maps will remain intact
even after the product development, as modesty has always
been incorporated in their designs; positioning is enforced and
strengthened rather than altered.  retailers in the customer's mind as different from what the
d. Product mix:
Already apparel companies like West-Sapphire, Outfitters
and Breakout are targeting western needs of Pakistanis but
not in office/formal wear and occasional events with the
essence of modesty. Introduction of these differentiated
articles for male and female target audience will allow
competitive advantage, which in return will help in brand
differentiation. The modesty aspect will be the USP of the
company; highlight its differences from local western
competitor apparel stores offer.

 e. Threat and opportunities alignment:

1) Such product development
will eliminate the threat of one-
stop shops offering eastern and
western wear together by its
competitors like Sapphire, as it
2)This will allow J. to
tap into the opportunity
of targeting the market
gap existing in Pakistan
(Product) but also
selling in European
3)The threat of new entrants
however, will remain as many
retailers will start tapping into
this growing market of western-
wear. (Promotion)
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6.Action Programs:
1)J. can successfully promote new products to target audiences by blending the new digital approaches (online
marketing on social media & websites, Facebook discussion forums) with traditional marketing like 4 P’s and
mobile marketing(keep customers updated) to create a smoothly integrated marketing strategy and mix:
a) Pricing and Place
Pricing (in order) Work & Student female clientele Work & student male Occasional wear for female
(17-34 age) clientele (17-34 age) clientele.
1) Penetration -2800-3100 pkr can be priced for culottes -These waistcoats can - J. can price dresses in the range
pricing on to compete against west Sapphire which be priced in the range of 3000-4300 pkr to compete wit
Sapphire price range of 3000-550
launch. charges around 3500 pkr. Whereas, of 4000-4200pkr to
pkr.
outfitters sells its culottes at pkr 2200- compete with royaltag’s
- J. can price skirts in the range o
2400pkr- J. won’t go below 2800 pkr price-range, which is 3400-3800 pkr to compete with
which can imply compromised quality or 4450-5000pkr. Sapphire price range of 3500-450
defects in start of the launch. pkr.
Other e-stores that import these
products charge in range of 2000
-Blazers can be priced in the range of 2500 pkr but they have poor
3800-4200 pkr to compete against quality so J. shouldn’t compete
Sapphire which prices at 4800-5500 pkr. with them in terms of prices.

However, after the new articles have retained the ground in the market, the pricing strategy will change to customer-
value based.
● Place will be in the more dense and populated cities with comparatively more demand for western
wear(modest) like Lahore, Karachi, Faisalabad, Gujranwala and Islamabad; online on its website aswell to
track and study the cities that are interested in the new clothing articles.

b) Corporate ethics and social responsibility are hot topics recently among consumer markets. J. can work on
environment conservation efforts by making the shopping bags biodegradable; environment friendly and pollution
free. These productive Philanthropic efforts aid with stronger brand recognition and positive reputation- increases
customer loyalty, strengthen public relations as environment-forward and increases sales.
Introducing biodegradable bags will not only help in promotion but combined with introducing modest western-
wear, it will show that J. is listening and evolving with consumer markets.

c) A campaign will be initiated titled “Go Forward” to empower all women from the target segment to go forward
in their respective fields and break stereotypes. This can be morally and emotionally appealing to households and
individuals who believe in women representation in academia and work. They can use Social Media to spread the
message and also use ads (promotional videos) in which women wearing modest western-wear are breaking
stereotypes and moving forward. Noor Bukhari can be the campaign-face to promote the clothing articles in a
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positive light. To strengthen their campaign, J. can do occasional marketing by giving 20-40% discounts on
women/mother’s day.

d) Buzz marketing: gifting influencers newly launched modest western-wear whose opinions are sought like
‘Farina’s_blog’ who is a Hijabi university student blogger for modest clothing, ‘dailycupofcorperatelife’ for Anum
who is a Hijabi digital content creator. Post of review videos by these influencers will increase reach in work and
student female target clientele. Ambassadors from universities like NUST, LUMS, Aga Khan, LMDC can be
appointed to attract the young student segment for increased hype and sales. Appointing Hamza Ali Abbasi as paid
brand ambassadors of J. can further promote their product in modest light and appeal to the male target segment.

2) To build brand-customer loyalty among students of age 17-29, J. should widen their already existing Point-based
loyalty Program by incorporating student loyalty programs. They can introduce levels on every purchase like a
11% student discount on silver level and 14% student discount on gold level, which is more than a normal customer
loyalty discount as it will cater to the fact that students are usually on a budget and J. has got them covered; an
competitive advantage. To verify the student status, their student ID information will be required along with other
personal information which can be used to track through reward points and use occasional marketing by engaging
with customers on a personal level and provide most loyal customers with gift hampers on birthdays and Eids. This
would attract the youth segment of the target market and aid in word of mouth and web among students, which will
boost in-store purchases. Not only will it bring revenues but also prove to be the best retention strategy aswell.

3)J. can also promote new products by improving their value chain by keeping their internal
publics(microenvironment) in-loop like workers, managers, volunteers, and the board of directors. J. can use
newsletters and daily-updates information boards to inform and give a sense of direction to their employees;
enabling designers to design the clothing articles accordingly and marketers to advertise them effectively. These
efforts and positive ideology will successfully spill into value and promotion of their product, which is virtually
communicated to the external publics like customers and media publics.

7.Budget:
Costs:
i. Penetration pricing strategy would cut down their profit margins (by approximately Rs 1000) and sales close
to the break-even price. Considering J. sells 171000 articles (over a period of 3-4 months) across their 36
outlets from chosen 5 cities and 204000 articles through e-stores, a budget allowance of Rs 371million would
be required to compensate for the price decrease. This would count as an opportunity cost for the company.
Details of articles estimation assumption in Exhibit 7A
ii. The overhead costs such as store rents, electricity, other utility costs etc would remain the same. However,
variable cost will change: might have to hire a team of 20 extra designers who are better at western designs,
costing around Rs 4 million  (Rs. 200,000 each).
iii. Operation costs in manufacturing unit will rise approximately by Rs 5 million to adjust the new mass-
production machinery embedding new borders, cuts, and buttons which will be a one-time added cost. J. will
also have to hire new or train old wage workers to learn how to use them.
iv. To create awareness of their new clothing line in their 2.4 million followers on Facebook, J. would need to
expand their marketing budget as the current CPM (cost per 1000 impressions) of it is $7.5. The budget of
Rs 3m would be required. The “Go-Forward” campaign can run simultaneously to this without any
additional marketing costs.
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v. “Point based student Loyalty Program” will require J. to add an additional database in their already large
data sets; unique customer-id to every student buyer. It can cost an initial investment of Rs100,000 to install
a loyalty-card scanner in each store to automatically add the user points (barcode scanners are already
present so just updating technology). The points of these cards can be further used to get additional
discounts, and J. can keep a budget of Rs1000 per customer after a few purchases. These discounts would
increase the costs by Rs150 M (discount given on every 5th purchase). 
vi. Biodegradable bags will cost around Rs100 as they can achieve economies of scale by ordering a very large
amount. However, disposing and replacing old plastic shopping bags will be costly.
vii. Ambassador fee’s of Hamza Ali Abbasi, Noor Bukhari and free articles sent to all including modesty
bloggers will cost 4 million.

Benefits:
i. Revenue: According to our estimates, J. will have a sales volume of approximately 171000 units from in-
store sales and around 2040000 sales from the online website. Their total revenue will vary from city to city
but a major chunk will come from Karachi and Lahore due to the heavy population, which will be a total of
Rs 1.48 Billion. 
ii. Maintenance of the value network will ensure quality to customers so Return on Quality will increase
significantly.
iii. The Go-forward marketing campaign, biodegradable promotional impact, and use of bloggers on social
media result in terms of mass mouth of word and web; resulting in Positive ROI far larger than the costs.
iv. The student loyalty program will help to form Long-lasting profitable customer relationship with the youth.
To mitigate these risks, it is estimated that the sales volume will significantly rise due to the additional value and a
kind of differentiated product offered to the customers. Also, due to the additional target market, J. will be able to
serve more customers in less time without purchasing additional space. Calculating the return on marketing
investment can do the risk assessment. It’s forecasted that ROI will likely be positive for such an established brand
like J.
Entire Budget exhibit in detail with market expenditure of 0.528billion is in 7C.

Control
If it works it will show success of actionable strategies, which will help to achieve the goal of expansion:
1. After reviewing the response from its e-store (number of purchases) and the in-store customers by observing
their reactions and purchases to our new collection and short surveys (Exhibit 7D) at the payment counter;
the reaction can be stored for future decisions about the collection. If the response is positive, it can be
introduced into other cities with J.’s outlet. J. can start selling them in its existing international e-store and
outlets due to extreme globalization. J. will be cross segmenting customers from different geographies with
similar demand of modest western-wear due to large presence of potential customers who have emigrated
abroad from Pakistan, Bangladesh and India. So to keep up with their own values and blend in culture
abroad, these new products can be a perfect fit for them and can be segmented.

If the strategies above dont work:

1) Promotional pricing can be used like 20-25% off on the items, which did not sell favorably at all.
2) Customer generated marketing can be used to involve 5 most loyal customers from each target segment of
academia and work of both genders to send in their designs of ideas of how western pieces can be accommodated
with the aspect of modesty. It will not only help in creating a better product for the customers but also engage in
strong customer relationships
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3) To attract more response from existing customers, they can take Automated Web Based Missed Call Solution in
which the consumers will give missed call on the number showcased on their billboards, In-store standees and social
media. The call will get disconnected without any charges. In return J. would send the thank you message and a
customized message offering for every 5th, 10th, 15th and 20th callers and automatically reset the counter after every
20th call and repeat the discount cycle. In this way, they would be able to capture more of their existing users by
offering discounts and increase customer footprint in stores.
4) Even after trying to show that J. is evolving but still not being successful, J. can start promoting its new launch of
modest western-wear by engaging its targeted customers with the brand through real time marketing . They can
participate in different trending non-controversial religious topics like importance of cleanliness on world cleanliness
day, precautionary tips in COVID19 pandemic to build moral appeal for profitable customer-brand relationships.
They can use social media like Instagram or discussion forums on Facebook where J. customers’ community can
interact with the brand and other consumers directly and share their experiences.

Exhibits
5A:

5B:
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5C:

7A:
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7B:

7C:
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7D:
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Taking the example of LUMS as a local service brand, we can apply the characteristics of services to it.

Intangibility - Students and professionals cannot actually see, taste, hear, smell or feel the services before
enrolling themselves in a particular course. In order to attain any tangible benefit and and experience the
services, it is important for them to avail the services. So, as a business LUMS could try to make one or more
aspects of their service tangible. For example, they could let people take a demo class, or observe one without
enrolling themselves. Or LUMS could upload a recorded lecture online to give a glimpse of their service for
potential people to see/hear what the service is like.

Inseparability - LUMS employs teachers and staff to provide the services which makes the service inseparable
from them and the institution. They would remain as service providers because the service is exclusive to
them whether it is in terms of a type of course, content, teaching style or any other factor. In order for the
service to be provided, it would be important to keep the resources intact. Businesses in this case could make
customers a more active part of the service, e.g. LUMS would incorporate student's feedback more thoroughly
to improve the service outcome.

Variability - The service would vary depending on whose providing them, so for LUMS it would be the different
teachers that deliver courses. Each of them would do it in their own way using their own methodologies. So
businesses like LUMS could try to standardize the teaching methods for all teachers to reduce the variability
which could impact the student's learning.

Perishability - This refers to the time period in which a service is valid so for LUMS that could be a semester in
which a course is offered, or at a micro-level each individual class. Once an in-person class is over, that service
cannot be reproduced and would not be offered further. Businesses like LUMS need to match the demand-
and-supply here, so like offer the class when maximum people are available.